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1

The interdependence of total quality management and organisational learning to managerial innovation

Hairul Hairul, Periyadi Periyadi

Polish Journal of Management Studies

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2023

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Vol. 27, No. 1

81--96

EN

In traditional business settings, organisational learning capability and total quality management are significant factors in pushing an innovation level. However, whether the same phenomenon will occur in higher educational institutions needs to be examined. The literature has different views on the success and applicability of Total Quality Management (TQM), organisational learning, and management innovation principles in Higher Education (HE). This article examines the crucial success aspects of TQM in private universities in Indonesia applying managerial innovation. Data was gathered by distributing questionnaires to 349 university faculty members. Factor Analysis was used to assess the construct commonalities, and multiple Regression Analysis was employed to examine the relationship among constructs. If HE adopts managerial innovation, training and learning, proces management and benchmarking emerge as essential TQM success elements. It has been discovered that organisational learning, directly and indirectly, affects managerial innovation. This study highlights that organisational learning may strengthen and expand managerial innovation. Organisational learning is acquiring and enhancing new information and skills, enhancing an organisation's capacity for innovation.

PL

W tradycyjnych środowiskach biznesowych zdolność do organizacyjnego uczenia się i całkowite zarządzanie jakością są istotnymi czynnikami wpływającymi na poziom innowacyjności. Należy jednak zbadać, czy to samo zjawisko wystąpi w instytucjach szkolnictwa wyższego. W literaturze istnieją różne poglądy na temat sukcesu i możliwości zastosowania całkowitego zarządzania jakością (Total Quality Management - TQM), organizacyjnego uczenia się i zasad innowacji w zarządzaniu w szkolnictwie wyższym (Heigher Education - HE). Niniejszy artykuł analizuje kluczowe aspekty sukcesu TQM na prywatnych uniwersytetach w Indonezji, stosujących innowacje w zarządzaniu. Dane zostały zebrane poprzez rozprowadzenie kwestionariuszy wśród 349 członków kadry uniwersyteckiej. Analiza Czynnikowa została wykorzystana do oceny podobieństw konstruktów, a Analiza Regresji Wielokrotnej została zastosowana do zbadania relacji między konstruktami. Jeśli HE przyjmuje innowacje w zarządzaniu, szkolenia i nauczaniu, zarządzanie procesami i benchmarking wyłaniają się jako podstawowe elementy sukcesu TQM. Odkryto, że organizacyjne uczenie się, bezpośrednio i pośrednio, wpływa na innowacje menedżerskie. Niniejsze opracowanie podkreśla, że organizacyjne uczenie się może wzmocnić i rozszerzyć innowacje menedżerskie. Organizacyjne uczenie się polega na zdobywaniu i doskonaleniu nowych informacji i umiejętności, zwiększając zdolność organizacji do innowacji.

2

Towards sustainability: required competencies of management graduates

Kar S., Lillian M. J.

Organizacja i Zarządzanie : kwartalnik naukowy

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2018

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nr 4

93--105

EN

India is transiting to a knowledge society where the goal of business is changing. In this knowledge era business houses are concentrating on people, planet and profit that lead the path towards prosperity, sustainability. Sustainability is developing prosperity, without compromising the life of future generations. There are three pillars of sustainability: social, environmental, and economical. Today companies are integrating ideas of sustainability in their core functions to have business success. With see changes in the country’s economy new models of business is coming up. Companies are setting up that are more resilient and thrives in the long term. In a true sense a sustainable business model is a more accepted model in today’s business place that generates profit while improving societal and environmental conditions. This has given room for many new opportunities which in turn has given way to the fresh graduates to be more productive and contribute for the development of the organization as well as the nation. To meet the goals of sustainability and sustainable business there are many challenges the management graduates particularly needs to face. The development of a country is directly connected with quality education. The education system in India has to undergo a lot of reformation to produce competent students to match the requirements to drive sustainable development. Existing courses in Management Education needs to be more realistic to realize the needs of sustainability. Currently the success factor of Universities and Colleges is to produce graduates not just with the degree but in addition to it to produce competent prospective candidates for employment or entrepreneurs who can conduct themselves productively and efficiently in the dynamic economy and bring social change. This paper reports a literature-based analysis of the coverage of the competencies required for considering sustainability aspects for management graduates. The study aims to specify the required competencies for management students to become managers with regards to sustainability, and to provide guidance on how to close the competency gap.

3

Model of cooperation of the system of staff education for industry – conceptual framework of educational cluster

Pradela A.

Management Systems in Production Engineering

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2014

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nr 1 (13)

20--26

EN

Education of staff for industry in Poland is carried out in vocational education system in schools, responsible for education of qualified workers and in system of technical universities, responsible for engineering education. This article concentrates on aspects of education of qualified workers. There is presented model of cooperation institution responsible for vocational education for industry on the basis of concept of educational cluster. The first part of the article describes aims and determinants of cluster formulation. The second – model of structure of educational cluster, particularly: stakeholders of cluster (potential participants of cluster), scope of cooperation, information flows and stakeholders’ activities. The last part of article discusses possibilities of implementation the model: (a) by creation educational strategies and (b) by caring out projects concentrated on particular problem.

PL

Kształcenie kadr dla przemysłu jest realizowane w Polsce w systemie edukacji zawodowej na szczeblu szkolnym, odpowiedzialnym za kształcenie pracowników wykwalifikowanych oraz w systemie uczelni technicznych, realizujących kształcenie inżynierów. W niniejszym artykule skoncentrowano się na aspektach przygotowania do pracy pracowników wykwalifikowanych. Opracowano model współpracy podmiotów odpowiedzialnych za przygotowanie młodzieży do pracy w przemyśle utworzonego w oparciu o koncepcję klastra edukacyjnego. W pierwszej części przedstawiono cele i założenia tworzenia klastra edukacyjnego. W drugiej części przedstawiono model struktury klastra edukacyjnego, interesariuszy klastra (potencjalnych uczestników klastra), zakres współpracy między nimi, przepływy informacji i zakres zadań. Następnie wskazano możliwości implementacji modelu poprzez: (a) tworzenie i wdrażanie strategii edukacji oraz (b) poprzez realizację projektów tematycznych.

4

How engineers become CEOs: implications for education and training

Goh S., Coaker W., Thorpe D.

Journal of Achievements in Materials and Manufacturing Engineering

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2008

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Vol. 31, nr 2

846-852

EN

Purpose: This paper provides results of an investigation into the career progression of engineers in Australia, determining the skills and qualities they need to become large company CEOs and thus recommend strategies for long term career development. Design/methodology/approach: This investigation used a questionnaire to gain a view on the perceptions of top-level executive who have an engineering degree on the training of engineers. It was aimed at discovering their perceptions as to the skills and attributes that they possessed that had assisted in their success. Questionnaire participants were selected on the basis that they held a Bachelors degree in Engineering and have been successful in the business world. These participants were sourced from the "Who's Who In Business" (WWIB) database. In order to maximize the level of responses, the questionnaire was distributed by both email and regular mail. Findings: Findings indicate: CEOs often reach their position as natural career progression rather than actively seeking management; key attributes and skills are perceived as being more important than qualifications; Leadership, communication skills and financial training are the most important training requirements; most universities do not cover some highly desirable skill sets and attributes. Practical implications: University courses can be adjusted to better reflect the needs of industry; students and engineers can plan careers more effectively by considering their personal attributes and the skill sets required of executives; professional development programs can be designed to maximise proficiencies at the most beneficial stage of their career. Originality/value: There is some overlap between the skill sets of CEOs and engineers. Thus by effective education and training, engineers may be in a better position for the transition into the management.