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Application of industrial e-learning in the process of implementing the strategy of Grupa Azoty S.A. – a case study

Goranczewski Bolesław, Łukaszczykiewicz Sylwia

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2023

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z. 172

239--252

EN

Purpose: The aim of the research described in this article is to specify the possibilities offered by e-learning, used in achieving the strategic goals of Grupa Azoty S.A. (within the scope appropriate for the research subject), as well as a process supporting strategy implementation. Design/methodology/approach: Systematic literature review and content analysis (including internal documents). Interviews with selected managers of the studied company and specialists dealing with IT, general management, and staff development; self-observation; average rank method. Findings: The specification of possibilities offered by e-learning in the process of strategy implementation has been determined, respondents' opinions have been collected, and ranks have been assigned to individual factors, indicated by respondents during the interviews. Research limitations/implications: Research available in the literature refers exclusively to its training and educational functions (in the classic sense - acquiring knowledge). Industrial e-learning is a poorly recognizable construct and therefore arbitrarily interpreted, conceptually ungrounded, and subjectively defined. This is a significant limitation because, in the case of industrial e-learning, its repository function (knowledge available at your fingertips without the need to assimilate it) and monitoring, as in the described case, the implementation of strategic tasks are more important. Practical implications: For the examined company, this means the necessity of building awareness of e-learning itself, its capabilities, and applications, not so much in training but as an essential repository of unique/unavailable online knowledge and as a supportive process throughout the entire stage of strategy implementation and execution. Originality/value: The content of the article goes beyond the framework set in the literature, which deals with e-learning in a classical (educational and training) approach. There is a lack of research on e-learning treated as a process/tool (depending on the adopted semantic perspective) supporting the implementation of a company's strategy. There is also a lack of research on industrial e-learning. This article is an attempt to fill this gap.

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The use of rank and optimisation methods in strategic management in higher education

Ryńca Radosław, Piórkowska Natalia

Operations Research and Decisions

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2023

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Vol. 33, No. 1

93--111

EN

The article presents proposals for a university management model supporting the process of strategic management at a university. The proposed model is based on the use of multi-criteria methods such as the 0–10 technique, object ranking, and optimisation methods – linear programming. The proposed solution integrates ranking and optimisation methods, the use of which may be helpful in the hands of managers in making management decisions. The proposed approach may also be helpful in developing a strategic scorecard, especially in the stage of formulating goals. It also enables the optimal selection of goals with the existing time constraints for the implementation of the strategy. The article presents a proposal for the use of the strategy implementation model and an example of its use. The strengths and weaknesses of the model were also indicated.

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Towards the improvement of university mangement

Piórkowska Natalia Judyta, Ryńca Radosław

Management

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2023

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Vol. 27, no. 1

68--96

EN

In recent decades, the concept of strategic management at universities has attracted more and more attention. There is a significant increase in the awareness of the importance of well-developed development concepts, both among university employees and management staff. Numerous research studies also discuss the need for changes in that presented area. Unfortunately, the analysis of the literature on the subject shows that more attention is paid to the strategy development phase than to its implementation. There are also few studies examining the influence of factors on the strategy implementation at universities. The area of research was related to factors influencing the process of strategy implementation. This article presents the detailed results of the survey of analysis, which covered the opinions of management and employees influencing the strategy implementation at universities in Poland. The main objective of the study was to measure the operational risk of factors influencing the process of strategy at universities and to specify the factors with the highest operational risk level. The study was conducted using the PAPI (Paper and Pencil Interview) technique, based on the research questionnaire. The method of collecting data in an open (explicit) and standardized manner was used there. For this purpose, a standardized research questionnaire was used.

4

Strategic initiatives in balanced scorecard

Olko Sławomir F.

Organizacja i Zarządzanie : kwartalnik naukowy

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2022

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nr 1

77--89

EN

Introduction/background: The Balanced Scorecard (BSC) uses strategic initiatives as the primary means of implementing the strategy and achieving the strategic objectives. Although initiatives are crucial to implementing the strategy, the academic literature on them is scarce. Most BSC publications deal with strategic goals, metrics and indicators (including KPIs - key performance indicators). There is variety of methods to identify and evaluate strategic initiatives depending on the type of organisation, its size and other situational features. Aim of the paper: The aim of the paper is to present the essence and a role of strategic initiatives in implementing organisation strategy. Moreover, different practical approaches are presented and discussed on the basis of the selected cases. Based on the cases described, a general typology of strategic initiatives was proposed. Materials and methods: In the paper, the critical literature review is used to determine the theoretical understanding of strategic initiatives supporting strategic management process using BSC. Case studies of four selected organisations are used to present the practical aspects of strategic initiative. Results and conclusions: As a result, the paper shows the links between BSC strategic initiatives and project management. Different types of strategic initiatives and three levels of strategic initiatives in organisations were identified and discussed. The proposed typology allows us to reflect on strategic initiatives from a broader perspective.

5

Operational risk associated with the strategy implementation

Radomska J.

Management

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2014

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Vol. 18, no. 2

31--43

EN

The paper discusses the subject of the strategy implementation and the operational risk that accompanies this stage of the strategic management process. The studies confirmed the existence of a relationship between the effectiveness of the strategy implementation and the operational risk aspects (including internal processes, systems, people and the environment). This indicates the role of risk aspects when implementing development concepts. Therefore it seems necessary to take these elements into account in the course of the strategic management process in order to achieve a greater effectiveness of the implementation work.

PL

Artykuł opisuje tematykę wdrażania strategii oraz ryzyka operacyjnego, które towarzyszy temu etapowi procedury zarządzania strategicznego. Przeprowadzone badania potwierdzają istnienie zależności pomiędzy skutecznością implementacji strategii a aspektami ryzyka operacyjnego na które składają się procesy wewnętrzne, systemy, ludzie oraz otoczenie. Wskazuje to tym samym na rolę jaką odgrywa opisywany aspekt ryzyka w realizacji wyznaczonych koncepcji rozwojowych. Niezbędne wydaje się zatem uwzględnianie tych elementów w przebiegu procesu zarządzania strategicznego w celu osiągnięcia większej skuteczności prowadzonych prac implementacyjnych.

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Strategia a zarządzanie portfelem projektów w jednostkach samorządu terytorialnego – studium literatury

Sorychta-Wojsczyk B.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2013

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z. 63

375--391

PL

W artykule przeprowadzono badania literaturowe w zakresie planowania strategicznego w jednostkach samorzdu terytorialnego (jst), jak rwnie zarzdzania projektami, programami i portfelami. Pozwolio to na opracowanie wstpnej propozycji oglnego modelu zarzdzania portfelem projektw w jst, dla zapewnienia skutecznoci implementacji strategii.

EN

The author conducted literature research in the area of strategic planning in local government units and in the area of projects, programs and portfolios management. The paper discussed the preliminary proposal of the general model of portfolio management in the local government units to ensure an effective strategy implementation.

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Obszary realizacji strategii przedsiębiorstwa górniczego z punktu widzenia kopalni – jednostki niższego szczebla zarządzania

Kowal B.

Przegląd Górniczy

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2013

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T. 69, nr 9

83--85

PL

W artykule zwrócono uwagę na złożoność procesu realizacji strategii w przedsiębiorstwie górniczym. Ze względu na strukturę przedsiębiorstw wielozakładowych wyróżnia trzy poziomy strategii, do których zalicza się: strategia poziomu korporacji, strategie kopalń i zakładów oraz strategie funkcjonalne. Artykuł koncentruje się na obszarach, w jakich realizowana jest strategia na szczeblu kopalni. Prezentuje wyniki badań ankietowych dotyczących ważności tych obszarów w ramach budowy Balanced Scorecard dla niższego szczebla zarządzania. Zawiera propozycję nowych ram modelu karty dla przykładowej kopalni węgla kamiennego.

EN

This paper presents the complexity of strategy implementation in mining companies. Depending on the structure in multi-plant companies, there are three levels of strategy: corporate strategy, mine and plant strategy and functional strategy. The author shows the areas of strategy implementation at the lower level of management (coal mine) and presents the results of surveys concerning the importance of these areas of strategy within the framework of development of the Balanced Scorecard for low-level management. This paper includes a proposal of new areas of the coal’s Balanced Scorecard for the given hard coal mine.

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Critical attributes on supply chain strategy implementation: case study in Europe and Asia

Sillanpää I., binti Abdul Malek N. A., Takala J.

Management and Production Engineering Review

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2013

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Vol. 4, No. 4

66--75

EN

This case study research aims to compare the performance of the implementation of supply chain management (SCM) strategies within Asian and European Companies. The case study measures company’s opinions of supply chain strategy implementation through utilization of Sense and Response methodology. Critical Factor Index (CFI), Balanced Critical Factor Index (BCFI) and Scaled Critical Factor Index (SCFI) are used in this study to represent the result of comparison between European and Asian companies. From the analysis of comparison of all Sense and Response models, it can be concluded that there are differences and similarities of critical attributes that affecting supply chain strategy implementation in Asian and European companies. There are two attributes that have consistent trend for both regions; innovation and organization structure. In this research the analysis of supply chain strategy implementation was made for the needs of manufacturing industry. Suggestions for future research are multiple case studies in different industry areas in global business environment. The results provide a guideline to the company to measure the right attributes for making the right decision in a dynamic environment. It also provides good knowledge for companies to implement supply chain strategies, the main approaches to implement it and the main challenges in supply chain strategy implementation. Supply chain strategy implementation was analyzed in the European and Asian companies. This research shows that there are several developing areas for companies when implementing supply chain strategies.

9

General principles of a model for implementation of mining company's business strategy

Karkula M., Kowal B., Kowal D.

AGH Journal of Mining and Geoengineering

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2012

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Vol. 36, no. 3

159-166

EN

Today's market conditions governing the operation of coal mining enterprises determine the areas of development and implementation of new methods of company management. Far-reaching processes of diversification of companies in this industry require the use of methods favouring horizontal and vertical synchronization of the mining company's strategic goals. This article attempts to present general principles of a model for implementation of strategies in mining companies of a corporate nature with the use of modern BI-type tools.

PL

Współczesne uwarunkowania rynkowe funkcjonowania przedsiębiorstw górniczych węgla kamiennego determinują kierunki rozwoju i wdrażania nowych metod zarządzania przedsiębiorstwem. Daleko idące procesy dywersyfikacji przedsiębiorstw tej branży wymuszają stosowanie metod sprzyjających synchronizacji pionowej i poziomej zamierzeń strategicznych przedsiębiorstwa górniczego. W artykule podjęto próbę zaprezentowania ogólnych założeń modelu implementacji strategii w przedsiębiorstwach górniczych o charakterze korporacyjnym przy wykorzystaniu nowoczesnych narzędzi klasy BI.

10

Model mapy strategii przedsiębiorstwa górniczego węgla kamiennego

Kowal B., Karkula M., Kowal D.

Przegląd Górniczy

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2011

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T. 67, nr 9

86--89

PL

Literatura przedmiotu wyraźnie akcentuje znaczenie zarządzania strategicznego dla wzrostu konkurencyjności przedsiębiorstw górniczych węgla kamiennego. Kadra menedżerska spółek górniczych aktywnie doskonali wiedzę i umiejętności w zakresie zarządzania. W artykule zarysowano ogólne problemy realizacji strategii oraz zaprezentowano propozycję przykładowych wątków strategicznych spółki węglowej. Autorzy zaproponowali wizualizację związków przyczynowo-skutkowych w środowisku ARIS, pozwalającym na stworzenie zintegrowanego systemu przetwarzania informacji w przedsiębiorstwie.

EN

The literature of the subject clearly emphasizes the importance of strategic management for the growth of competitiveness of hard coal mining companies. The mining companies’ managers continuously improve their knowledge and skills in the field of management. The article outlines the general problems of implementation strategies and presents examples of mining company’s strategic threads. The authors proposed the visualization of the cause-and-effect relationships in the ARIS environment that enable the creation of an enterprise-wide integrated information processing system.

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Monitoring and control of strategy implementation in public tertiary education institutions in Poland

Cyfert S., Kochalski C.

Management

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2011

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Vol. 15, no. 1

266-278

EN

The paper seeks to analyze the current situation in terms of mechanisms of strategy monitoring and control applied by public institutions of tertiary education in Poland. In view of the growing interest of Polish public tertiary education institutions in strategic management, an increasing number of universities/college have already developed their strategy, or are in the process of development. Consequently, more and more public tertiary schools in Poland face the dilemma of what mechanisms should be employed to ensure effective monitoring and control. The study shows that Polish public tertiary schools still need to improve in terms of proper strategy monitoring and control. Even though they introduce mechanisms of reporting on the progress of works and effects of strategy implementation, they fail to adopt means referring holistically – and within a longer time frame – to the strategy and degree of implementation of adopted strategy priorities. Despite being based on correct assumptions, attempts made by universities/colleges to transfer responsibility for strategy implementation on Prorectors, special representatives or committees, carry the risk that responsibility for implementation strategy is entrusted to persons/bodies lacking a sufficient mandate within the organization. The lack of a result measurement system is a particularly significant obstacle hindering the process of strategy implementation. Another important finding is that the intervals at which strategy verification is performed are too long. What is more, universities and colleges tend to have a very rigid approach to strategy implementation whereby only what has been planned is of importance.

PL

Celem opracowania było rozpoznanie sytuacji w zakresie stosowanych mechanizmów monitorowania i kontroli strategii w publicznych szkołach wyższych w Polsce. Wzrost zainteresowania publicznych szkół wyższych w Polsce zarządzaniem strategicznym, sprawia, że coraz więcej uczelni ma opracowaną bądź jest na etapie formułowania strategii. W rezultacie, coraz więcej publicznych szkół wyższych w Polsce staje przed dylematem, jakie mechanizmy stosować dla skutecznego monitorowania i kontroli strategii. Przeprowadzone postępowanie badawcze wykazało, że publiczne szkoły wyższe w Polsce nie do końca właściwie monitorują i kontrolują wdrażanie strategii. Chociaż wprowadzają mechanizmy raportowania o postępach prac i efektach wdrażania strategii, to jednak brakuje podejścia odwołującego się perspektywicznie i całościowo do strategii, do stopnia realizacji przyjętych priorytetów strategicznych. Podejmowane próby przenoszenia odpowiedzialności za realizację strategii na prorektorów, pełnomocników bądź komisje, aczkolwiek w założeniach słuszne, jest obarczone ryzykiem, że odpowiedzialność za wdrażanie strategii ponoszą osoby bądź podmioty nie dość umocowane w organizacji. Szczególnie istotną barierą w procesie implementacji strategii okazuje się brak systemu pomiaru wyników. Nadto warto zwrócić uwagę na zbytnie wydłużenie okresu weryfikacji strategii oraz zbyt "sztywne" podejście do realizacji strategii, w myśl zasady, tylko to ważne, co zostało zaplanowane.

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Wykorzystanie narzędzi informatycznych w procesach realizacji strategii przedsiębiorstw górniczych węgla kamiennego

Karkula M., Kowal D.

Przegląd Górniczy

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2010

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T. 66, nr 9

151-154

PL

W artykule przedstawiono możliwości wykorzystania rozwiązań IT w procesie wdrażania koncepcji Balanced Scorecard (BSC). Szczególną uwagę zwrócono na oprogramowanie ARIS firmy IDS Scheer wykorzystywane w zarządzaniu procesami biznesowymi przez wiele przedsiębiorstw na całym świecie. Omówiono moduł ARIS BSC, stanowiący element środowiska ARIS zawierający wszystkie narzędzia potrzebne w procesie zarządzania strategicznego.

EN

Possibilities of solutions IT using in the process of putting into practice of conception Balanced Scorecard (BSC) are presented. Particular attention is invited to the software ARIS of IDS Scheer company used in business processes management by many enterprises all over the world. Module ARIS BSC, being an element of environment including all the tools necessary in the strategic management process, is discussed.