Wyniki wyszukiwania - BazTech

1

Agile-transformation by organizational development projects

Bushuyev Sergiy, Bushuieva Victoria, Lazareva Maryna, Onyshchenko Svitlana, Pavlova Natalia

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

|

2021

|

z. 153

45--56

EN

Purpose: Agile transformation is a necessary process for companies in various fields of activity to ensure their competitiveness in modern business conditions, when the uniformity of production processes and the growth of the level of customer (client) demands reduce the impact of traditional ones that remain competitive. Design/methodology/approach: Modern business is a "customer-oriented" business, in which instead or in addition to technological or marketing advantages comes the highest value of human resources and teamwork. That means Agile transformation provides companies with a transition to another level, and those who have not moved to this level remain outside of competitiveness, if not in the near term, then in a strategic perspective. Findings: Agile transformation is comparable to the need to introduce new technologies into production processes to replace obsolete ones, since without new technological solutions, the products created do not meet modern quality requirements or do not have a competitive cost price. Thus, Agile transformation ensures the introduction of new technology not only into the production process, but into the management system and product creation processes within the framework of project or project-oriented activities. Originality/value Mathematical model of managing project portfolio for Agile transformation is new.

2

Organizational development as a modern management tool for transformation of the company (case of Ukrainian energy company)

Doroshuk Hanna

Management

|

2019

|

Vol. 23, no. 1

61--74

EN

Organizational development as a modern management tool for transformation the company (case of Ukrainian energy company) The article is aimed at formation of the approaches and stages of organizational development for a large vertically integrated company, ensuring the country’s strategic security in the field of energy. The methodological basis of this work is the theory of the company’s life cycle, and it is proposed to complement the mentioned theory with the theory of spiral dynamics, reflecting the evolution of the company’s values. The approaches to organizational development are analysed and organizational development is defined. The possibility and necessity of management of organizational development are substantiated. As a result of the study, there were described the features of the organizational development of large energy company, and this is for the first time. The analysis of publications and world experience in the development of energy companies allowed proposing four basic stages of organizational development: team building and life cycle dynamics, value management and implementation tools. There is offered the use of organizational development as an instrument of management, which enables to achieve not only company development goals, but also to manage its values, achieve maximum employee involvement in development, and to shift from the management of the company to team work. Further research in this area it is advisable to carry out in detail the stage of organizational development and description of each stage’s tools.

PL

Celem artykułu jest kształtowanie się podejść i etapów rozwoju organizacyjnego dużej pionowo zintegrowanej firmy, zapewniającej strategiczne bezpieczeństwo kraju w energetyki. Podstawę metodologiczną artykułu stanowi teoria cyklu życia firmy, korzystanie z której proponuje się uzupełnić teorią dynamiki spiralnej, odzwierciedlająca zmiany wartości firmy. Przeanalizowano podejścia do rozwoju organizacyjnego i zdefiniowany jest rozwój organizacyjny. Uzasadniono możliwość i konieczność zarządzania rozwojem organizacyjnym. W wyniku badania po raz pierwszy zostały opisane właściwości rozwoju organizacyjnego poważnych firm energetycznych. Analiza publikacji i międzynarodowego doświadczenia rozwoju firm energetycznych pozwoliła zaproponować cztery główne etapy rozwoju organizacyjnego: kształtowanie zespołu, dynamika cyklu życiowego, zarządzanie wartościami, narzędzi wdrożeniowe. Korzystanie z rozwoju organizacyjnego jako narzędzia zarządzania pozwala nie tylko na realizację osiągnięcia celów rozwoju fi rmy, ale również na zarządzanie jej wartościami i osiągnięcie maksymalnego zaangażowania pracowników do rozwoju. Co w perspektywie doprowadzi do tego, że zarządzanie firmą zastąpi praca zespołowa. Późniejsze badania w tym kierunku docelowo przeprowadzać w fazie szczegółów rozwoju organizacyjnego i opisu instrumentów każdego z etapów.

3

Role of stakeholders leading to development of higher education services

Labanauskis R., Ginevičius R.

Engineering Management in Production and Services

|

2017

|

Vol. 9, no. 3

63--75

EN

In this article, a higher education institution (HEI) is analysed as an organisation performing under change conditions. In this context, needs and expectations of a wide range of university stakeholders are analysed. The aim of this article is to indicate the roles of stakeholders leading to the development of an HEI. Although Ishikawa’s cause-and-effect diagram is used when identifying possible causes of a problem, it can also be seen as a method that allows splitting the subject into separate parts, which are causally interrelated. During the research of the activity fields of the HEI and the boundaries related to its surrounding groups, the connections between different groups, their interests and expectations towards the activities of the HEI were determined. The article is prepared using the theoretical-analytical approach. It contains the analysis of the literature on HEI stakeholders, quality management systems and issues concerning the organisational development. The conclusions include insights and suggestions for further research on the ways an HEI can correspond to the needs of stakeholders.

4

Polskie wojska specjalne 1951–1993

Kajetanowicz J.

Kwartalnik Bellona

|

2016

|

Nr 2

63--78

PL

Do połowy lat siedemdziesiątych XX wieku polskie wojska specjalne były intensywnie rozbudowywane w związku z planowanym ich użyciem w ewentualnej operacji zaczepnej Frontu Polskiego w ramach Zjednoczonych Sił Zbrojnych Układu Warszawskiego. Pododdziały tych wojsk ciągle udoskonalano pod względem organizacyjnym i szkoleniowym. Do ich uzbrojenia i wyposażenia wprowadzano broń najnowszego typu i nowoczesny sprzęt wojskowy. Wypracowywano efektywne formy ich wykorzystania w działaniach operacyjnych zarówno na skalę taktyczną, jak i operacyjno-strategiczną. Zakładano, że będą one prowadzić głównie działania z zakresu rozpoznania specjalnego. Przygotowywano je również do działań dywersyjno-sabotażowych, terrorystycznych i antyterrorystycznych, a także propagandowo-psychologicznych.

EN

The author discusses the activity of the Polish Special Forces in the years 1951-1993. They were intensively developed to the middle of the 1970s, in connection with the plan to use them in the possible offensive operation of the Polish front within the Unified Armed Forces of the Warsaw Treaty Organization. Special Forces subunits were constantly perfected as regards their organization and training. They were armed with state-of-the-art weapons and provided with advanced military equipment. Effective forms of using the forces to carry out both tactical and operational/strategic tasks were developed. It was assumed that they would mainly undertake special reconnaissance activities. They were also prepared to carry out diversion/sabotage, terrorist and anti-terrorist, as well as persuasive/psychological activities.