Wyniki wyszukiwania - BazTech

1

Influence of selected characteristics of the manager on the management of enterprises in the Beskids Region

Madyda Aneta

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2024

|

z. 200

239--251

EN

Purpose: This paper presents the results of a study characterizing managers of enterprises operating in the Beskids Region. The research attempts to identify selected personality traits of managers and assess the impact of these traits on organizational management. This research presents a picture of the existing reality and approaches to the use of abilities, creativity and skills of the manager in the Beskids Region. The research attempted to identify selected characteristics of managers that can affect organizational management. The research was a pilot study. The main objective of the study is to better understand the subject and satisfy the knowledge of the manager's work and his characteristics, which significantly affect the management style of a particular organization. Design/methodology/approach: The research attempts to identify selected personality traits of managers and assess the impact of these traits on organizational management in the Beskids Region. A diagnostic survey method was used for the study. A survey questionnaire was used as a tool. Findings: The results of the pilot study confirmed the general thesis that business management is influenced by the manager's personality traits and the manager's skills. Research limitations/implications: This research should be treated as pilot research. It is proposed to increase the number of surveyed managers in the Beskids Region. Practical implications: It is proposed to introduce systematic conducting continuous monitoring of the perception of the impact of managers' personality traits on company management in the Beskids Region. Making managers aware of the importance of the impact of their personality traits on company management and achieved results will encourage them to develop themselves and participate in training and training in the field of human resources management. Originality/value: New in the paper is an identification and analysis of the impact of managers' personality traits on company management in the Beskids Region. Effective managers should use liberating management, which stems from the resilience of the organization and a positive attitude towards the efforts of employees performing specific tasks.

2

Expectations and reality: towards management programs for academic leaders in higher education

Łudzińska Karolina

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2024

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z. 199

349--366

EN

Purpose: The study aims to enrich the discourse surrounding the necessity of managerial education for academic leaders ascending to university senior and middle management positions, such as deans and associate deans. The paper builds on the studies by Preston and Price (2012) and Floyd (2016) who point out that there is often no formal training for academics in new leadership positions. Design/methodology/approach: A qualitative case study, complemented by qualitative content analysis using a deductive approach, was applied to examine data from open-ended questionnaires filled out by participants of the "Deans Academy" managerial training program. Findings: The study identifies the need for management training among deans and associate deans, guided by a feedback-driven approach. It also outlines key competencies and knowledge areas to be incorporated into development programs for academic leaders. Research limitations/implications: The findings are not universally applicable to the educational needs of all deans or academic managers, given the small sample size, the project's online-only format, and the recruitment of participants from a single organization. For a broader understanding, further research is encouraged across different higher education institutions and varied managerial training programs. Practical implications: This study provides valuable insights for developing training program curricula tailored for academics in managerial roles within higher education institutions. Originality/value: The research adopts an innovative "expectations and reality" framework, rooted in Experiential Learning Theory (ELT), to generate detailed evidence for creating effective managerial training programs for executive roles in academia. The insights gained contribute to the current understanding of support and training needs for senior and middle managers in higher education. The findings are particularly relevant for educators, academics, and HR professionals in higher education involved in designing and implementing training programs aimed at enhancing managerial skills in academia.

3

Determinants of managerial competencies in the leadership ecosystem 5.0

Balcerzyk Dorota, Žukovskis Jan

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2024

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z. 191

27--40

EN

Purpose: The purpose of this publication is to present the determinants of managerial competencies in the Leadership ecosystem 5.0. The identification of the elements of the Leadership ecosystem 5.0. and its characteristics were also performed. Design/methodology/approach: In the theoretical part, a critical literature analysis was conducted. This included international literature from major databases and Polish literature. Additionally, in order to identify research problems, a diagnostic survey method with Likert scale analysis was used. Findings: The research conducted was based on the authors' categorization of leadership competency areas. The most important competency areas were identified. Furthermore, the research results enabled the identification of criteria distinguishing a leader from a manager. Factors essential for the effective performance of the leader's role were presented. Additionally, indicators of competence within the context of the Leadership ecosystem 5.0 were highlighted. Research limitations/implications: The research is intended to be expanded in the future to include a more extensive and more diverse research sample. Practical implications: The research results and conclusions constitute implications for the development of competencies adequately matching the challenges of the Leadership ecosystem 5.0. The 5.0 Leadership ecosystem brings many benefits, such as increased efficiency, cost reduction, and sustainability. For managers responsible for team creation, member selection, and work organisation, the results and conclusions of the research are deemed a valuable information source aimed at enhancing the organisation's effectiveness. Originality/value: The article proposes an original model of the Leadership ecosystem 5.0. It presents the conceptualization process and characterizes the elements of this ecosystem.

4

Changes in teamwork and new leadership characteristics, triggered by the work form changes

Byczyk Mateusz

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2024

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z. 198

81--96

EN

Purpose: This article aims to explore the evolving dynamics of teamwork and the emerging leadership characteristics that have been brought about by the shifting landscape of work. It examines how changes in work formats, such as remote and flexible arrangements, have influenced team collaboration and the qualities now crucial for effective leadership in this transformed work environment. By examining these developments, this work tries to provide insights and guidance for both organizations and supervisors to adapt and thrive in this new era of work. Design/methodology/approach: This critical literature review is based on articles focused on the role of leader and manager in the context of teamwork performance, taking into account the recent work form changes, all of the reviewed papers were published between 2017 and 2022. Findings: Today's teams operate differently than those from ten years ago. Newly formed groups should be led by individuals who embody leadership qualities, while also possessing some managerial traits. Leaders, utilizing new ICT tools, can influence every aspect of team management. Modern leadership now requires creativity, inclusivity, global connectivity, collaboration, technical competence, and agility. Additionally, leaders need to be adaptable, emotionally intelligent, and capable of providing moral support, especially in a remote or hybrid work setting. Practical/social implications: The challenges discussed in the reviewed articles suggest that similar issues will arise in most organizations today. Supervisors can use these insights to determine whether their teams need a manager or a leader, based on team conditions. Managers ensure accountability by following established rules, while leaders in-spire and motivate through vision and personal qualities. The choice between a manager and a leader, or a combination of both, depends on the team's specific goals, the nature of the project, and the skills and qualities of the individuals involved. Originality/value: This literature review emphasizes that today’s employees expect supervisors to navigate and act in alignment with contemporary knowledge and technological potentials. Understanding these expectations helps organizations foster better leadership and teamwork in the modern work environment.

5

Attitudes of polish managers towards information and communication technologies – selected issues

Miszczak Marta

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2024

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z. 193

169--180

EN

Purpose: The aim of this article is to diagnose the attitudes of Polish managers towards the implementation and use of ICT technologies. Design/methodology/approach: The paper is based on a review of the literature in the field on the application of ICT in the work of managers, research reports on the digitization of enterprises and an own research. The survey was conducted in 2001 among 163 companies located in Poland (16 provinces). The survey used a diagnostic survey method, CAWI technique and an author's survey questionnaire. The research results presented in the article are part of a research subject on digital leadership. Findings: The analysis of the literature and the results of surveys indicate that managers have a low level of involvement in the process of digitization of enterprises. Despite their knowledge of the need to implement modern technologies, they do not take real steps in this direction. The results of the survey show that managers appreciate the facilitation of ICT, and what might seem to be an obstacle, such as the unlimited availability of the manager, is not a problem. Among the obstacles to the effective use of electronic means of communication, managers see first of all the low competence of employees and supervisors. Research limitations/implications: Regarding the limitations of the digitization of organizations, it would be useful to know the perspective of employees. It should be especially concerned with the evaluation of digital competence of managers. The research results presented in the article are the result of self-assessment of managers, which may explain to some extent the high evaluation of their own digital competence in relation to other employees. Originality/value: The paper has cognitive value. The results of the study can serve as a reference for further research aimed at identifying the degree of digitization of enterprises and the role of managers in it.

6

Biegły w sprawach transgranicznych na przykładzie postępowań w zakresie odpowiedzialności kierownika budowy i inspektora nadzoru wobec inwestora w robotach budowlanych prowadzonych w obiekcie zabytkowym

Zalisko Marek

Wiadomości Konserwatorskie

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2024

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Nr 78

141--154

PL

Biegły może być powołany przez sąd z listy biegłych sądowych (stałych) lub spośród innych osób posiadających odpowiednie kwalifikacje w konkretnej sprawie. Nie ma przeszkód, by rzeczoznawca z listy prowadzonej przez ministra właściwego do spraw kultury i ochrony dziedzictwa narodowego sporządził na zlecenie sądu powszechnego opinię jako biegły. Rzeczoznawca jest obowiązany do wydawania ocen i opinii na wniosek organów wymiaru sprawiedliwości, co wzmacnia jego pozycję w postępowaniu dowodowym prowadzonym przez sąd. Sąd sięga po dowód z opinii biegłego wówczas, gdy do rozstrzygnięcia sprawy wymagane są wiadomości specjalne. Dopuszczając dowód z opinii biegłego w sporach transgranicznych, sąd może wystąpić z wnioskiem o przeprowadzenie dowodu do właściwego sądu innego państwa członkowskiego lub o przeprowadzenie dowodu w innym państwie członkowskim. W prawie Unii dopuszcza się, aby biegły jako przedstawiciel sądu wzywającego był obecny przy przeprowadzaniu dowodu przez sąd wezwany, a także aby dokonał bezpośredniego przeprowadzenia dowodu w innym państwie członkowskim.

EN

An expert witness may be appointed by the court from a list of (permanent) expert witnesses or from among persons with qualifications suitable for a given case. An expert from the list of the minister responsible for matters of culture and national heritage protection to draft a report as an expert witness. The expert is obligated to render assessments and reports upon the request of the justice system’s bodies, which enhances the expert’s position in evidentiary proceedings conducted by the court. The court motions for expert witness testimony as evidence when special information is required to make a decision. When admitting expert evidence in cross-border disputes, the court may request that the evidence be taken before the competent court of another Member State or that the evidence be taken in another Member State. European Union law allows an expert witness to, as a representative of the requesting court, attend to the taking of evidence by the requested court, and to directly take evidence in the form of expert witness testimony in another Member State.

7

Negotiation as a determinant of educational efficiency and the work of the safety manager

Kopczewski Marian, Elak Leszek, Nowicka Julia

Wiedza Obronna

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2023

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nr 1

149--169

EN

The aim of the didactic and educational activity of every university, especially the military one, is to prepare the graduate intellectually and professionally to live in society. When creating educational programs in a specific field of knowledge or subject of education, it is assumed that their implementation will ensure that the teachers acquire the necessary minimum of required competences. In such a case, the authors of didactic programs always have a number of doubts or dilemmas such as: To what extent do the assumed competences correlate with the requirements and needs of the social reality, especially the professional one, in which the graduate is prepared to act? To what extent do the content of the curricula and the organization of the didactic and educational process ensure the acquisition of the assumed team of competences by the teachers? Of course, there are many more dilemmas of this type. Not all of them can be unequivocally resolved, if only due to the complexity of social situations in which the accuracy and reliability of the competences acquired by students are verified. Curricular education of students of military universities in the fields of study: national security, is aimed at, among others, the best possible preparation of future officers to command a sub-unit as well as managers and managers to manage human teams in state and local government institutions dealing with the organization and protection of public safety. An important element of the process of commanding a military sub-unit as well as managing in a situation of a potential threat is the ability to make accurate decisions as well as efficiently act and motivate subordinates and co-workers. In situations of uncertainty and insufficient information, and at the same time not only a potential but also a real threat to health and life, this requires not only appropriate psychophysical predispositions but also specific professional competences, especially in the area of distinguishing competences. Bearing the above in mind, the content and purpose of the article will be to introduce theoretically into the issues of social competences, seen from the perspective of a manager - leader - manager, and also an attempt to show the conditions of the manager's functioning - in various social situations, his role, tasks and qualifications, ensuring efficient management of the organization, these include: priorities in the implementation of tasks, skills, creative attitude and preparation for conducting negotiations. Requirements for modern managers - organization leaders - are extremely high, and meeting them does not guarantee only success. They lead people who, above all, need to be taught and prepared: to work in their position, to live in society, as well as to bring each other closer and focus around each other. Employees are different, they are strong and weak, full of pride and quite humble, curious about the world and, despite their different ages, overwhelmed by apathy. All of them, thanks to the work of managers and their competences, knowledge and skills, become good employees at various levels of the organization, and then managers. However, the basis of a manager's work is also, and perhaps above all, communication skills, the basis of which are negotiations.

8

Assessment of links between personality traits and soft skills in the work environment

Lajčin Daniel, Miško Dávid, Vojtilová Veronika

Polish Journal of Management Studies

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2023

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Vol. 28. No. 1

172--188

EN

Employers try to understand the suitability of a candidate for a position using various techniques. Many of them focus on personality traits that determine what motivates employees and how they react in workplace situations. Personality traits and soft skills are among the aspects that largely determine the performance and behavior of employees. Despite extensive research on personality traits, personality is so complex that it is still the center of attention. This paper provides an overview of the literature highlighting the topicality and importance of the topic in the working environment. It brings new findings by examining personality traits and soft skills in a sample of Slovak respondents and verifying the relationships between the observed variables using a structural model. The results are based on data obtained from two methodologies: The Big Five questionnaire and Questionnaire for evaluating the importance of soft skills. Path Analyses were used to analyse the links between personality traits and soft skills of employees. The research sample consisted of 393 respondents, of which 221 were women, and 172 were men. The average age was 38.9 years. The results point to several existing relationships between personality traits and soft skills, where it was found that each examined personality trait relates to at least one factor of the soft skills methodology. Examining individual personality traits of employees or job applicants is necessary for jobs where a high level of soft skills is required.

PL

Pracodawcy próbują zrozumieć przydatność kandydata na dane stanowisko pracy przy użyciu różnych technik. Wiele z nich koncentruje się na cechach osobowości, które określają, co motywuje pracowników i jak reagują oni w określonych sytuacjach w miejscu pracy. Cechy osobowości i umiejętności miękkie należą do aspektów, które w dużej mierze determinują wydajność i zachowanie pracowników. Pomimo szeroko zakrojonych badań nad cechami osobowości, osobowość jest tak złożona, że nadal znajduje się w centrum uwagi. Niniejszy artykuł zawiera przegląd literatury podkreślającej aktualność i znaczenie tego tematu w środowisku pracy. Przynosi nowe odkrycia, badając cechy osobowości i umiejętności miękkie na próbie słowackich respondentów i weryfikując relacje między obserwowanymi zmiennymi za pomocą modelu strukturalnego. Wyniki opierają się na danych uzyskanych z dwóch metodologii: Kwestionariusza Wielkiej Piątki i Kwestionariusza do oceny znaczenia umiejętności miękkich. Do analizy powiązań między cechami osobowości a umiejętnościami miękkimi pracowników wykorzystano analizę ścieżek. Próba badawcza składała się z 393 respondentów, w tym 221 kobiet i 172 mężczyzn. Średnia wieku wynosiła 38,9 lat. Wyniki wskazują na kilka istniejących związków między cechami osobowości a umiejętnościami miękkimi, gdzie stwierdzono, że każda badana cecha osobowości wiąże się z co najmniej jednym czynnikiem umiejętności miękkich. Badanie indywidualnych cech osobowości pracowników lub kandydatów do pracy jest niezbędne w przypadku stanowisk, na których wymagany jest wysoki poziom umiejętności miękkich.

9

The development of technological support organizations as an indicator of management efficiency

Balahurovska Inna

Management Systems in Production Engineering

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2023

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nr 2 (31)

242--247

EN

The article is devoted to analyzing the need for managers to spend money on developing technological support for organizations to achieve strategic goals. The impact of technologies in various sectors of organizations' activity on the effectiveness of organizational systems is considered. The work examines the activity of Ukrainian profitable and non-profit organizations on the influence of the level of technologicalization of organizational processes on increasing the level of profit and the social effect of activity. The study considered the statistical data of the State Statistics Service of Ukraine for 2018, 2019, and 2021 according to the indicators Number of enterprises that have access to the internet and the number of employed who have access to the internet and Number of employed who have access to the internet. The given statistical data were quantitatively processed (summarized and compared). With the help of theoretical research methods (deduction and analysis) of the obtained results, it was found that the organization's technological development helps to increase the organization's profitability and the non-profit organization's social effect. The practical value of the article lies in the visual representation of the dependence between the necessity of spending on the technological development of managers of profitable and non-profit organizations and the effectiveness of these organizations.

10

Assessment and analysis of the environmental impact of the thermo-shrinkable packaging process on the way the packaging machine is powered based on LCA

Walichnowska Patrycja, Idzikowski Adam

Management Systems in Production Engineering

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2023

|

nr 3 (31)

355--360

EN

Increasing requirements in the field of monitoring the impact of machines contributes to the analysis of production processes in order to verify their environmental loads. The research carried out in this area is aimed at identifying the negative impact of the tested object to be able to introduce changes in the consumption of raw materials and energy while limiting the negative impact on the environment. The article will present the results of the life cycle assessment (LCA) of the process of mass, thermo-shrinkable packaging of beverage bags depending on the change in the way the packaging machine is powered. In addition, as part of the analysis, it was indicated which stage of the process has the biggest negative impact on the environment. LCA results are presented at the stage of endpoint characterization.

11

Logistic Organization Personnel - General Issues

Pawęska Marcin

Logistics and Transport

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2023

|

Vol. 57-58, No. 1-2

5--16

EN

The article contains a presentation of the results of analyses of studies relating to investing in the personnel of modern organizations. Conclusions from these analyses were related to the need to improve competences by the personnel of logistics companies. The conditions of their functioning and the resulting need to improve or acquire new knowledge and qualifications by employees were emphasized. The role of managers in the process of influencing personnel was highlighted, mainly in the context of creating work teams and striving for their high efficiency.

12

Certain Conditions of the Motivation Process

Stachelek Dariusz

Logistics and Transport

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2023

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Vol. 57-58, No. 1-2

27--37

EN

The article discusses the topic of the motivation process, which appears to be important and complex from the point of view of the organization. No one today needs to be convinced about the extremely important mechanism of shaping interpersonal relations in a company by motivating. The importance of motivation is analysed at the level of both business entities and public organizations. In addition to imposing demands on the employee and issuing instructions, there are various, more or less visible ways of influencing the employee, which are aimed at increasing the efficiency of his work. There are no universal rules for building incentive systems that would work in every situation. So, what motivates you to perform your duties diligently? The prospect of receiving a reward or promotion, or maybe the spectre of punishment?

13

Women managers’ professional career versus motherhood

Moczydłowska Joanna M.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2022

|

z. 159

293--303

EN

Purpose: The aim of the article is to get to know female senior managers’ beliefs and experiences about combining their professional career with motherhood. Methodology: A narrative analysis of the literature and a diagnostic survey (tool – survey questionnaire) were used. The selection of the studied sample was deliberate. The respondents were only women occupying high managerial positions (157 people). The following research problem was formulated: how do women in high managerial positions perceive the influence of their professional career on their motherhood? The problem was detailed in the form of research questions: 1. To what extent did the professional career of the surveyed women managers influence their decision to become a mother? 2. What psycho-social costs resulting from combining professional and family roles were incurred by the surveyed women? Findings: Female managers are statistically more likely to postpone the decision to become a mother and declare that they will not have children compared to women who pursue a different career path. The vast majority of them experience a sense of guilt due to the lack of time for their children and believe that they have "missed" important developmental moments in their child's life. Female managers participating in the study experience a strong role conflict (the role of the manager versus the role of the mother). They are aware of the high emotional and health costs resulting from combining the social roles of a mother and a manager. Most of their career goals remain unchanged after the baby is born. Research limitations/implications: The obtained research results are treated as pilot ones. The complete achievement of the research goal requires continuation of the research on a larger sample of female respondents, as well as the use of comparative analysis methods, e.g. comparing the results of the research among female managers with the results obtained in other professional groups or among men. Practical implications: The results of the research can be used to improve the policy of equality between women and men in organizations and to create a pro-family policy of enterprises. Social implications: The article contains research results that help to understand better the childfree phenomenon in specific professional groups, and thus to diagnose various social attitudes towards combining career and motherhood. Originality/value: this is the first study of this type conducted on the population of top female managers in Poland.

14

The role of leadership in stimulating the growth of vertical trust in companies

Bylok Felicjan

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2022

|

z. 159

67--79

EN

Purpose: Trust is an important factor in supporting the management of employee teams. It plays a special role in developing interpersonal relations, leadership, and goal setting. The most important person who stimulates trust is the leader, who takes steps to build organizational trust. The aim of the paper was to identify the role of leadership in stimulating trust between managers and subordinates as an important factor in business development. The following research questions were addressed to achieve this aim: What relationships exist between vertical trust and intra-organizational processes in companies? To what extent do leadership attributes affect building vertical trust? To what extent do leadership attributes related to building trust influence enterprise growth? Design/methodology/approach: The research used a one-time survey method with the unweighted sample design, using mixed techniques: CATI telephone interviewing and CAWI web interviewing. The survey operator was a database of the 500 largest companies in Poland (according to the ranking of the Rzeczpospolita website). Based on the random sampling method, a research sample of 179 companies was collected. Findings: The study showed the impact of leadership attributes, i.e. attitudes of acceptance of others and open-mindedness, honesty and adherence to the rules, consistency in making decisions, compassion and empathy, on the process of building employees' trust in managers. Significant relationships between vertical trust and intra-organizational processes have also been identified. The results of the study confirmed the impact of vertical trust on both intra 24 organizational processes and the development of enterprises. Research limitations: Due to their quantitative nature (survey research), the study results lead to limited conclusions. Practical implications: The results provide insights into the use of leadership attributes in building organizational trust, which can support a trust-based organizational culture in modern companies. Social implications: The research results presented in this paper point to the important role of the manager in stimulating organizational trust in large companies. Originality/value: In a cognitive sense, the results contribute to understanding the role of leadership in building vertical trust and its impact on intra-organizational processes.

15

The personality maturity of managers and their effectiveness in performing their role

Kraczla Magdalena

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2022

|

z. 158

295--315

EN

Purpose: The purpose of this article is to present the relationship between the level of a manager’s maturity and their effectiveness in performing their role. Design/methodology/approach: This article is an overview that presents a new perspective in the perception and assessment of managers’ effectiveness, namely managers’ personality maturity. Findings: The conducted considerations show that the maturity of a manager’s personality determines the maturity level of their personal behaviour, which creates space for effective managerial activities. Research limitations/implications: It is recommended to continue empirical investigations using strong diagnostic tools, including personality diagnostics in a large research group of managers. Practical implications: The relationship presented in this article between the level of managers’ maturity and their ability to perform effective managerial behaviours at the organizational level creates a research area for determining the relationship between personality predispositions and their usefulness in the effective achievement of the tasks entrusted to managers. As a result, it is possible to shape the desired self-development conditions that are conducive to building and strengthening a mature personality. Social implications: If introduced as a permanent category in assessing managers’ effectiveness, personality maturity, understood as the ability to assume responsibility for one’s personal self-development, can significantly incentivise organizations to create space for managers’ psychological responsibility for the development of themselves and their employees. Originality/value: A close relationship has been identified between personality traits and their development and managers’ efficiency and effectiveness in achieving assumed goals. It is shown that a manager’s mature personality increases their chances of fulfilling expectations regarding the ever-increasing and more complex demands of their role.

16

The competencies of a manager as a factor contributing to the success of a company in the VUCA environment

Balcerzyk Dorota, Karczewski Dariusz

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2022

|

z. 157

9--23

EN

Purpose: Change is nowadays becoming an intrinsic part of any organization’s functioning. The concept of a learning organization that can meet the requirements of the VUCA principle is already common in literature. Since organizations are made up of people led by a leader/manager, thus requiring personal ability to deal with emerging problems. The aim of this paper is to present theoretical considerations and research analysis justifying its thesis that the diversity of a leader’s competencies significantly affects the effectiveness of management and ultimately determines their organization’s success. Design/methodology/approach: The aim of this paper was achieved by conducting an argumentative review of the literature available on the subject, which served as the basis for designing the methodological assumptions and further research. Survey methodology was selected as the main research method. The research was conducted among managers/leaders of a group of selected building materials companies. Such targeted research allowed for proper understanding of respondents’ position in relation to the subject matter and made it possible to draw conclusions. Findings: The conducted research leads to the conclusion that the variety and universality of a leader’s competencies affect the effectiveness of managing a team. The research has resulted in a proposal of a competency model of a modern manager able to effectively manage a company. The model considers the leading competencies as the basis for the proposed spectrum of skills. The leading competencies determining a manager’s actions and allow for the emphasis of the multidirectional nature of the desired features include self-organization, self-improvement, openness to new ideas, strict principles, making correct decisions, and taking care of the team’s relations and environment. The above-listed competencies can be used to generate further skills and traits, which can be used to create a complete competency model of an effective manager. Practical implications: The results of the conducted research and the proposed competency model constitute a valuable source of information for those responsible for managing a team in a difficult VUCA environment. The proposed approach to managerial competencies and in particular to their diversity will contribute to managers’ effectiveness and flexibility. Originality/value: The assumed research position pertains to learning organizations operating in dynamic environments. The key role in such an organization is played by a manager able to not only keep up with the changing conditions, but also anticipate them. The authors of this paper propose a model allowing managers/leaders to learn and evolve in response to emerging challenges, thus ensuring their company’s effectiveness.

17

Project manager type and project success

Kamiński Robert

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2022

|

z. 157

195--206

EN

Purpose: In the literature relatively little attention is paid to the project manager’s background, i.e., to the importance of whether the project manager is a line manager, a line employee of the organisation in question who is no one’s supervisor or whether the project manager is involved solely in project management. The purpose of this paper is to answer the question of how the type of project manager is related to project success. Design/methodology/approach: The research hypothesis was formulated and the results of the empirical studies were presented. The empirical verification of the research hypothesis was accomplished through survey research in Europe and USA. Findings: Based on the empirical data obtained, it was concluded that in terms of all three project parameters (scope, time and cost), the project manager, who is also a line manager, was the most successful. The empirical research indicated a possible relationship between project manager type and project success. Research limitations/implications: In the analysis, it should be borne in mind that there are other several internal and external factors responsible for potential problems in meeting the project scope, schedule and budget. Practical implications: Project management by line managers can be a sound basis for the interaction of processes and projects, manifesting itself, for example, in the transfer of knowledge between processes and projects during the activity of solving problems, especially those lying at the interface of one type of activity and another. Originality/value: The results obtained should draw attention to the need to complement previous research characterising the ideal or effective project manager with a new variable, the type of project manager.

18

Emotional intelligence in the context of organisational management

Machnik-Słomka Joanna, Świętek Agata

Organizacja i Zarządzanie : kwartalnik naukowy

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2022

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nr 2

51--61

EN

Introduction/background: The issue of emotional intelligence is increasingly being addressed in terms of its role and impact on the management of organisations, particularly human resource management. The literature on the subject views its role in the context of effective management and development of organisations, as well as success. It is therefore of interest not only to researchers, but also to practitioners. Aim of the paper: The main aim of the paper is to identify the role of emotional intelligence in the aspect of organisational management and to evaluate its level within the framework of the research conducted. Materials and methods: The study was conducted in IT companies using a survey method. A questionnaire assessing the level of emotional intelligence of managers was used in the study. A five-point Likert scale was used in the questionnaire. Results and conclusions: The analysis carried out showed the important role of emotional intelligence and its impact on building positive interpersonal relations in the workplace. The research conducted in IT companies indicates a relatively high level of emotional intelligence among managers.

19

Sleep deficit and managers’ functioning in stressful situations

Kraczla Magdalena

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2021

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z. 153

259--272

EN

Purpose: The aim of the article is to present the relationship between the daily sleep index of managers and their behaviour in stressful situations. Design/methodology/approach: The article presents an overview of the determinants that influence how people in managerial positions choose to deal with stressful situations, a subject well described in psychological literature. This choice is determined by requirements and organizational context and is developed based on one’s personal experience. This personal propensity should also be considered in the context of sleep deficit, which is not uncommon in today’s organisational cultures as lack of sleep for the sake of increased managerial engagement and activity is not only quite commonplace, but is often glorified as a strategy. Findings: The considerations presented in the article indicate that sleep, as an individual resource of every manager, creates the space that is needed for the implementation of appropriate strategies for coping with stress in the workplace. Research limitations/implications: It is worth performing more research on larger sample groups, who would be differentiated according to organizational level and the decision-making independence of the managers being surveyed. Practical implications: As identified by the research presented here, understanding the relationship between sleep deficit and the behaviour of managers in situations of emotional stress could help to create future working conditions that are beneficial for people’s mental well-being and eliminating the consequences of sleep deficit, which can be dangerous for both individuals and their organisations. Social implications: If organisations factored sleep, understood as the ‘right to get enough sleep’, into the well-being criteria for the benefit of their workforce, including their managers, this could help them in their focus on health as a responsibility they are accountable for in business. Originality/value: The article determined the psycho-physical consequences of sleep deprivation as experienced by contemporary managers and the impact of sleep deficit on their behaviour in stressful circumstances. It has been shown that sleep, as a pivotal element contributing to ‘health and energy’, is a key competence resource of every manager.

20

Managers’ sleep deficit and stress-coping strategies in contemporary organisations – empirical analysis

Kraczla Magdalena

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2021

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z. 154

103--119

EN

Purpose: This article seeks to establish whether there is a relationship between the amount of sleep managers have per night and their behaviour when in stressful situations, with particular reference to their choice of coping strategy. Design/methodology/approach: In order to establish the relationship between managers’ sleep duration and their preferred styles of coping with stress, two specific research tools were employed: a Polish adaptation of the Coping Inventory for Stressful Situations (CISS) and the author’s own questionnaire assessing respondents’ daily hours of sleep. Findings: The research showed that as a variable, sleep deficit is not sufficient to explain the behaviour of managers in situations of emotional stress. However, when treated as an independent variable, sleep duration can be used to identify certain interesting behavioural aspects of managers in their professional environment. Research limitations/implications: It is advisable to extend the research to include a larger research group and to distinguish other variables specific to the functioning of people in managerial positions. Practical implications: The lack of any correlation between the extent of sleep deprivation and behaviours aimed at reducing stress may indicate that these behaviours stem more from specific individual factors (e.g. gender or age) and environmental conditions rather than sleep duration. Identifying these conditions and understanding how they can be modified may help to shape the well-being of managers and their employees. Social implications: If organisations factored sleep duration into their work/health equation, this would help direct their efforts towards ensuring the well-being of their managers, which would lead to increased efficiency and performance. Originality/value: Sleep duration does not appear to be a variable that sufficiently explains the coping strategies employed by managers, as these are more influenced by age and gender, for example. The research showed that the group of managers analysed here did not meet the recommended standards of eight hours sleep a day, with sleep duration being heavily dependent on the respondents’ age.