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1
Content available Managing an agile organization – key determinants of organizational agility
Grześ Barbara
Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
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2023
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z. 172
271--288
EN
Purpose: The subject of this study is to look at the management of an agile organization with the identification of key factors affecting its agility. Design/methodology/approach: The method used in the study is based on the interpretation of the literature on the subject, the analysis of the author's own experience and the analysis of the results of secondary research. Findings: There key factor of organizational agility is always a man with his competences -knowledge, skills and attitude towards changes - a man with his ability to be agile. Whether and how the organization will be ready to cope with the changes taking place around it, and thus what level of agility it will be able to demonstrate, depends on the openness to this human agility and agile competences possessed by people who create this organization. There will be as much agility in the organization as there will be openness to agility in the people who create it. This is a factor that, is crucial in defining the ability to agile transformation of an organization. Practical implications: Based on the conclusions of the analysis, when implementing agile work systems, organizations should pay the greatest attention to people - not only technology, as is the case in many business organizations - and start agile transformations from people. Originality/value: The article presents a detailed, multifaceted analysis of the factors determining organizational agility, which in the era of BANI world is crucial, for the survival and success of business organizations. The conclusions contained in the paper can be the base to prepare, implement and constantly increasing organizational agility.
2
Content available Agile management in Polish organic food processing enterprise
Dziuba Szymon, Szczyrba Anna
Production Engineering Archives
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2023
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Vol. 29, Iss. 1
101--107
EN
With expanding local, national, and international markets and changing customer expectations, enterprises are faced with the need to implement solutions to compete effectively. It is expected that agile management allows enterprises to achieve this objective. Therefore, many organizations, including those in the food sector, are taking advantage of agile management solutions and see changes in consumer behavior as an opportunity for growth. The present study has a theoretical and empirical character. The basis of the theoretical considerations is a critical analysis of the scientific literature on the concept of agility and its relevance to organizations. The diversity of perspectives on the problems of agility, highlighted in many publications, provided the basis for identifying a research gap and formulating a research objective and conducting an empirical study. The study describes the agile management of enterprises, indicates the characteristics and mechanisms applicable to organic food production, and characterizes organic food processing enterprises in Poland. The survey was conducted in 2021-2022 and allowed the authors to analyze the location, size, type of production, or capital in the enterprises. This was possible with a properly designed questionnaire and statistical analysis.
3
Content available remote Od tradycyjnego do zwinnego zarządzania procesami budowlanymi - podejście multihybrydowe
Pasławski Jerzy
Materiały Budowlane
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2023
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nr 1
15--19
PL
W artykule wskazano, że umiejętne połączenie metod tradycyjnych (harmonogram, model sieciowy) i współczesnych (elastyczność, zwinność, lean management), zwłaszcza w przypadku wykorzystania idei Budownictwa 4.0 daje szanse na doskonalenie zarządzania procesami na bazie z jednej strony stabilizacji wydajności, a z drugiej dostosowania do zmieniających się warunków otoczenia. Dzięki systemowi cyberfizycznemu oraz monitoringowi i możliwości zarządzania w czasie rzeczywistym istnieje możliwość zapewnienia realizacji założonego głównego planu pomimo ciągłych zmian w otoczeniu wewnętrznym i zewnętrznym. Konieczność uwzględnienia elastyczności pojawiła się w dziedzinie zarządzania procesami budowlanymi u progu 21. wieku i trwa, koncentrując się na Agile Management. Synergia wynikająca z zastosowania jednocześnie kilku podejść wydaje się warunkiem osiągnięcia sukcesu w postaci zgodności rzeczywistego przebiegu z planem.
EN
This article indicates that the skillful combination of traditional methods (schedule, network model) and modern methods (Flexibility, Agility, Lean Management), especially with the use of the idea of Construction 4.0 gives the opportunity to improve process management based on the stabilization of performance on the one hand, and, on the other, adaptation to changing environmental conditions. Thanks to the cyber-physical system as well as real-time monitoring and management, it is possible to ensure the implementation of the assumed master plan despite constant changes in the internal and external environment. The need to consider flexibility emerged in the field of construction process management at the turn of the 21st century and continues to focus on Agile Management. The synergy resulting from the simultaneous use of several approaches seems to be the condition for achieving success in the form of compliance of the actual mileage with the plan.
4
Content available Industry 4.0 and 3d print: a new heuristic approach for decoupling point in future supply chain management
Cyplik Piotr, Zwolak Mateusz
LogForum
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2022
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Vol. 18, no. 2
161--171
EN
Background: The paper is devoted to the analysis of the trends and roles of decoupling point in the revolution of new technologies and Industry 4.0. Ever-growing demands and market requirements pressure to optimize the operations and be agile in every area of action. The crucial thing is to create a stable supply chain considering both the cost perspective and customer orientation. Fluctuations, congestion, and unexpected events may have a critical impact on operations and strategy, causing shortages and reducing efficiency. The objective of proper supply chain management is to optimize stocks and use technology to build synergy, which is a key point to increasing competitiveness throughout the entire stream and meeting customer demands. In our research, we offer a perspective on the growing field of 3D printing that may open a way to redefine a decoupling point and create more efficient networks. Methods: This paper uses an analysis of literature related to the decoupling point, presenting the ground rules and their importance in supply chain management. A comparison of theory, current state, and trends is intended to heuristically identify bottlenecks and risks as a case study for continuous improvements in global logistics. Presented data aim to define a way how the supply chain can evolve and use 3D print to create a new perspective on the decoupling point. Results: This study provides an overview of the trends in supply chain management and presents figures on the most common structures of current networks. Analysis of theory and technology development presents the possible changes in the definition of the decoupling point. Conclusions: Surging market requirements and the necessity of cost competitiveness make supply chains more difficult to manage. Unexpected fluctuations, force majeure events, and limited infrastructure capacity are adventurous for ensuring continuous operations. The research provides the insight into the development of logistics to reduce uncertainty and may define a starting point for further analysis of advanced supply chain management based on new technologies.
5
Content available Millenial organizations
Rąb-Kettler Karolina
Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
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2019
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z. 140
293--303
EN
Millennials, the age cohort born between 1980 - 2000, is by far the most educated generation that history has ever known. They are as well the largest group in the workplace. Research shows that Generation Y also works differently than their older colleagues, and they shape how today’s organizations are designed and managed. According to the research conducted by Gallup, for Millennials “job is more than just a paycheck”. When submitting their job applications, not only do they think about their future income, but they consider many non-materialistic factors. The aim of this paper is to present the new (millennial) organizational culture concepts and to see how they influence employees’ satisfaction and engagement on the one hand and contribute to the organization’s overall success on the other hand.
6
Content available Recruitment in the times of machine learning
Rąb-Kettler Karolina, Lehnervp Bada
Management Systems in Production Engineering
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2019
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nr 2 (27)
105--109
EN
How do socio-economic change and technological revolution change the way we manage people. How does the development of AI (Artificial Intelligence) affect the process of talent acquisition? The author will present the concepts of technological unemployment, creative class, millennials (generation Y), humanistic management, sustainable development, CSR and new managerial models in light of current social changes. Humanistic management as a broader concept, and humanistic talent attraction as its direct implication, will be presented as an answer to the current technological development. The author presents a narrower topic of human resources management but sees potential in the topic to develop a discussion on future of work in a broader sense.
7
Content available New management models as reflection and anticipation of socio-economic changes
Rąb-Kettler K.
Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
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2018
|
z. 122
167--174
EN
The aim of this paper is to present how the new organization models are both an anticipation and a reflection of the predicted post-capitalistic society. The author will analyze changes in the socio-economic structure, presented by such theorists as Daniel Bell, Peter Drucker, Richard Florida, and others. The paper will also present the rise of a new social class – the creative class (and also generatio Y). The author will show how these changes are interconnected with the newest managerial concepts. The focus will be put on currently the 3 most widespread new organizational models – agile development, holacracy and squads (Spotify model). The author will try to answer the question, whether these or similar models shape the positive social changes, or just the passive tools the a bigger system.
8
Content available remote Zwinne zarządzanie organizacją w warunkach zmienności otoczenia
Skrzypek A.
Nowoczesne Systemy Zarządzania
|
2017
|
T. 12, nr 1
283--293
PL
W warunkach nasilającej się zmienności otoczenia rośnie znaczenie zwinnego zarządzania, które powinno być oparte na zwinnej strategii i elastycznych procedurach. Powinny być opracowane sposoby rozpoznawania i reagowania na pojawiające się na rynku szanse i zagrożenia. Agile to pewien rodzaj kultury, zwinność stwarza możliwości tworzenia czegoś nowego. Agile to szansa na minimalizowanie kosztów, zmianę wymagań, szybkie dostarczanie potencjalnie gotowych do użycia rozwiązań. To nowy sposób pracy opisany zgodnie z wartościami zawartymi w Manifeście Agile. Obejmują one relacje zachodzące pomiędzy ludzi i interakcjami oraz procesami i narzędziami, działającym oprogramowaniem a szczegółową dokumentacją, współpracą z klientami a negocjacjami umów oraz reagowaniem na zmianę a realizacją założonego planu. W artykule wskazano na istotę, rolę i znaczenie zwinności w zarządzaniu organizacją, przedstawiono drogę prowadzącą do powstania manifestu zwinności oraz omówiono wybrane metodyki zwinności w zarządzaniu projektami, w tym Scrum.
EN
Agile management is embodied in agile business strategy and elastic procedures, Agile allows immediate recognition and reaction to opportunities and threats. Agile is also a type of organizational culture. Agile facilitates cost minimalization and enhanced process of providing ready to use solutions. Agile is also a new type of cooperation encompassing complex relationships between people, processes, tools, software, documentation, cooperation with customers towards renegotiating deals and reacting to change of plan. The article describes the role of agility in managing organizations, The road leading to Agile Manifesto was presented. Selected project management methodologies, including Scrum, were presented.
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