Wyniki wyszukiwania - Biblioteka Nauki

1

Change management in lean enterprise

100%

Furman J. , Kuczyńska-Chałada M.

Ekonomia i Zarzadzanie

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2016

|

tom 8

|

nr 2

23-30

EN

The main purpose of the paper is the analysis of a process of change focusing particularly on the concept of slimmed production (Lean) and its implementation in the enterprise. A case study method was chosen as a research tool because it offers wide array of techniques and means of gaining and analysing data. A metallurgical company was evaluated as a case study in this article. Thanks to the implementation of Autonomous Maintenance the company reached a growth in skills and responsibility for work done and a reduction in malfunction at work places. Thus, total process maintenance (TPM) as one of the Lean concept tools whose implementation significantly influences industrial workers’ competences was chosen for the analysis. Referring to the bibliography on change management, the article focused on one of the changes in particular – the change in human resources management (namely in employees' skills) in steel and manufacturing companies.

2

Changes Versus Organization Staff

100%

Rawłuszko K.

Logistics and Transport

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2021

|

tom 49-50

17-32

EN

The article presents selected problems accompanying change management, with particular emphasis on possible behaviours on the part of staff. By emphasizing the possible reactions of employees to changes in the organization, possible ways of overcoming barriers that may appear in the process of change were emphasized. The role that should be played by the manager, who during the shift must be a leader and a leader who inspires staff, is highlighted.

3

Influence of ledaers’ social capital on change implementation

100%

Szarek A.

|

2017

|

nr 496

171-182

EN

The article, based on empirical research in one of the production and service companies acting in energy industry, develops the introductory implications on how social capital of change leaders is linked to the effectiveness of change implementation. Using organisational network analysis the author examines influence of social capital of change leaders in the area of real work flow during change implementation and open communication flow on change effectiveness. One finds that ties among change leaders in those two dimensions have distinct change effectiveness effects. In broaden aspect, findings have major implications on change management research and imply further research in this matter to be conducted by the author.

4

Change Management as a Critical Success Factor in e-Government Implementation

100%

Nograšek J.

|

2011

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tom 2

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nr 2

13-24

EN

Change management in e-government implementation is a very complex issue. E-government services are frequently distributed over different IT systems and organizations. There are also events from outside the public administration that cause changes such as government policies and legislation, public-private partnership, etc., and finally a huge resistance to change exists in public administration proverbial. Another problem is that the e-government is predominantly seen only as a technology mission and not as an organizational transformation issue. Those are probably the main reasons that the existing literature about change management in e-government is still missing at large. There are articles dealing with some aspects of changes affected by the new technology implementation, however, there is no comprehensive framework that would identify changes that have to be managed in e-government implementation. Therefore, the main aim of the paper is to identify a comprehensive set of changes that have to be considered in e-government implementation and the role of leadership in such processes. Finally, the paper proposes a conceptual model of change management in e-government implementation.

5

Changes and personnel of a company

100%

Tuczapski J.

Logistics and Transport

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2021

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tom 51-52

|

nr 3-4

129-149

EN

The article presents selected problems accompanying change management, with particular emphasis on possible behaviours on the part of staff. By emphasizing the possible reactions of employees to changes in the organization, possible ways of overcoming barriers that may appear in the process of change were emphasized. The role that should be played by a manager, who must be a leader and a leader who inspires staff during a shift, is emphasized.

6

Changes and Personnel of a Company

100%

Tuczapski J.

Logistics and Transport

|

2021

|

tom Vol. 51-52, No. 3-4

129--149

EN

The article presents selected problems accompanying change management, with particular emphasis on possible behaviours on the part of staff. By emphasizing the possible reactions of employees to changes in the organization, possible ways of overcoming barriers that may appear in the process of change were emphasized. The role that should be played by a manager, who must be a leader and a leader who inspires staff during a shift, is emphasized.

7

The Management of Change as Part of the Safety Management System of Selected Civil Aviation Organisations

100%

Marzec D.

Zeszyty Naukowe Akademii Sztuki Wojennej

|

2019

|

tom nr 2(115)

60--76

EN

As air traffic is continously growing and the number of potential hazards for safety is also rising, improvement of management systems is required to ensure an adequate level of safety. The management of change constitutes an important part of the safety management system (SMS) defined in Annex 19 to the Convention on International Civil Aviation. It is one of twelve elements of SMS found in the ‘Safety assurance’ component. The management of change put in place in an aviation organisation demonstrates the considerable development of an SMS. This process is essential for managing safety in an efficient way. The article reports on the state of implementation of the management of change in selected civil aviation organisations and also points out the difficulties related with carrying it out in everyday life. The paper focuses on managing changes of certified aerodromes and air navigation service providers. In the conclusions, tools are proposed that enable the reader to improve the process.

8

Evolution of change management models and their future in the context of ONA

100%

Szarek A.

|

nr 1(30)

16-23

EN

The aim of the article is to present evolution in change management models and the need of redesigning the current change management concepts with the use of organisational network analysis. Firstly, the article summarizes the evolution of change management approaches presenting the theoretical background of the need to revise change management models. Then the author underlines benefits of organisational network analysis enabling deep research on current change management trends. In addition, the article uncovers very introductory empirical research aimed at estimating the need for revitalising change management models. Finally, the author proposes further empirical research linking change management models and organisational network analysis.

9

Zarządzanie zmianą w kontekście pracowników z pokolenia Y

100%

Kaczkowska-Serafińska M.

|

2018

|

nr 4(58)

194-201

PL

W artykule omówiono wyniki autorskiego badania dotyczącego oczekiwań pracowników w obszarze funkcjonowania w zmiennym otoczeniu biznesowym w opinii przyszłych pracowników z pokolenia Y, którzy obecnie wkraczają na globalny rynek pracy. Prezentowane wyniki badania ukazują opinie respondentów z Polski, Ukrainy i Grecji oraz trendy zmian w zakresie komunikacji z przyszłymi pracownikami. Wnioski stanowią rekomendacje dla kadry zarządzającej w zakresie zarządzania zmianą w organizacjach, w których pracują pracownicy z pokolenia Y. Wnioski z przeprowadzonego badania wskazują, że respondenci upatrują w zmianie lepszą perspektywę, pokłady dodatkowej energii do działania oraz zarówno możliwość wykazania się, jak również możliwość wykorzystania swoich silnych stron albo rozwoju swoich słabych stron. Co szósty respondent postrzega zmianę jako intrygującą przyszłość. Aby skutecznie wprowadzać zmiany w organizacjach, kadra zarządzająca nieustannie musi zmierzać się z minimalizowaniem oporu pracowników. Wydaje się, że obecnie wkraczające młode pokolenie Y na rynek pracy może usprawnić implementowanie zmian.

EN

In her article, the author discussed the findings of the author’s research on employees’ expectations in the field of functioning in the variable business environment in the opinion of prospect employees from Generation Y who have currently been entering the global labour market. The presented research findings show the opinions of respondents from Poland, Ukraine and Greece as well as the trends of changes as regards communication with prospect employees. The conclusions are recommendations for the managerial staff in the area of change management within the organisations where the employees from Generation Y work. The conclusions stemming from the conducted research indicate that the respondents see in the change a better perspective for themselves, layers of additional energy to act and both the opportunity to demonstrate one’s abilities and the possibility to make use of one’s strengths or to change one’s weaknesses into strengths. Every sixth respondent perceives the change as an intriguing future. In order to effectively introduce changes within organisations the managerial staff must unceasingly cope with minimising employees’ resistance. It seems that the young generation Y, currently entering the labour market, may have improved the change implementation.

10

Implementing Lean - discussing standardization versus customization with focus on national cultural dimensions

88%

Abrahamsson S. , Isaksson R.

Management and Production Engineering Review

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2012

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tom Vol. 3, No. 4

4-13

EN

Lean or Toyota Production System (TPS) has more or less successfully been implemented in the Western world's businesses and organizations for the past 20 years. Several authors have discussed what it is that creates a successful implementation, and several studies have been presented where strategies for implementations have been studied. Culture's impact and possible mitigation for Western companies have been studied and described by for example Womak & Jones. Proponents of the concept of Lean argue that culture is not a constraint for implementation of Lean. Lean Management is called a philosophy but it is often used as a change strategy in the sense that it is implemented with the view of improving performance. A change strategy could be seen as a product that might have to be customized with the view of improving the effectiveness of the implementation. On the other hand abandoning a standardized approach comes with the risk of severely altering the change strategy, possibly to its detriment. Implementing Lean will have an effect on the company culture. Does it make any sense customizing the implementation to culture if the issue is changing the culture? The purpose of this paper is to highlight and discuss the balance between a customized implementation and a standardized implementation. Which are the main arguments for standardization and customization and how could these be reconciled? A literature study of Lean implementation has been carried out and compared with Lean principles and theories from change management with focus on change drivers and change barriers. Main drivers of Hofstede's national cultural dimensions are compared with Lean principles to identify possible drivers and barriers in different cultures. The theory synthesis on drivers and barriers is subjected to a first test in a case study on Lean implementation according to a standardized approach. The implementation is made in a small Swedish factory belonging to a worldwide industrial company. Results from the literature review and the case study indicate that both customization and standardization are needed.

11

Change management in healthcare - a scoping literature review

88%

Bąk D. , Bąk S.

|

tom 104

|

nr 2

23-33

EN

The healthcare sector is constantly changing due to many different factors, both external and internal, such as regulatory, organizational, technological, personnel, financial, and geopolitical change. Change management methods and tools are useful for effectively planning, implementing and monitoring change. The important issue is in which areas and to what extent change management is utilized in healthcare. The aim of this text is therefore to conduct a scoping literature review on change management in healthcare and to develop, based on the results of this research, a theoretical model of determinants and motives for implementing change management in healthcare. A scoping review of the literature was conducted to determine the extent to which change management is applied in healthcare organizations. Texts meeting the inclusion criteria were searched for in four databases: PubMed, Embase, Scopus, and EBSCO. The search was limited to texts published in English. Of the 247 publications screened, 73 met the inclusion criteria. Additionally, 1021 keywords were selected from the screened publications, of which 137 met the inclusion criteria and were approved for the keyword analysis. The keywords formed seven thematic clusters: human, change management, organization and management, leadership, healthcare delivery, hospital management, and productivity. There are a number of motives for using change management in healthcare, and all centre around a few determinants that can be divided into those directly related to the specifics of the healthcare sector and those directly related to management processes. These determinants and motives were included in the theoretical model.

12

Mediating Change, Changing Media: Dimensions and Perspectives

88%

Doudaki V. , Carpentier N. , Głowacki M.

Central European Journal of Communication

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2022

|

tom 15

|

nr 1(30)

1-14

13

Managing the process of conducting and monitoring language teaching on the example of the University of Information and Technology and Management in Rzeszów

88%

Wisz R.

Komunikacja Społeczna. Czasopismo elektroniczne

|

2013

|

nr 1(5)

8-18

EN

In the paper, the author presents a brief outline of conducting and monitoring foreign language teaching. Such management must be based on strictly specified procedures and norms. The paper also presents procedures for performing teaching tasks as well as administrative ones, connected with teaching students a foreign language, on the example of UITM. The author describes the system for qualifying students to language groups, informs about risks that might occur when performing the tasks, and suggests preventive means to avoid those risks. The qualitative objectives and measures of attaining them are also covered. The paper indicates that the on-going process of economic and political changes as well as recent major demographic changes in Poland and in Europe make it necessary to continue seeking further improvements in managing the process of conducting and monitoring language teaching. Further concrete and effective action needs to be taken in managing the process of conducting and monitoring foreign language teaching.

14

Change management in lean enterprise

75%

Furman J. , Kuczynska-Chalada M.

Ekonomia i Zarządzanie: Wiedza. Raporty. Diagnozy. Analizy. Przykłady

|

2016

|

tom 08

|

nr 2

15

Lider, zespół i organizacja w procesie zmian

75%

Gocała P.

Zarządzanie Innowacyjne w Gospodarce i Biznesie

|

2023

|

tom 37

|

nr 2

121-136

EN

The main goal of this article is to describe the issue of change management. Starting from the presentation of psychological stages of the change process, the author describe strategies that effectively hinder the introduction of changes and innovations, and the leader’s influence on the process of change and on co-workers. Through example analysis, it was shown that change management is influenced by psychological factors (e.g., denial, resistance, experimentation and commitment) that affect employees’ reactions to change, as well as various strategies and circumstances that effectively impede the desired process (including a lack of understanding of the meaning and purpose of change, communication of change “out of the blue” and blaming the past).

PL

Głównym celem artykułu jest opisanie zagadnienia zarządzania zmianą. Zaczynając od przedstawienia psychologicznych etapów procesu zmian, autor opisuje strategie skutecznie utrudniające wprowadzanie zmian i innowacji oraz wpływ lidera na proces zmian i współpracowników. Dzięki analizie przykładów wykazano, że na zarządzanie zmianami oddziałują czynniki psychologiczne (na przykład zaprzeczanie, opór, eksperymentowanie i zaangażowanie), które wpływają na reakcje pracowników na zmianę. Duże znaczenie mają też różne strategie i okoliczności, które skutecznie utrudniają przeprowadzenie pożądanego procesu (między innymi brak zrozumienia sensu i celu zmiany, komunikacja zmian „znienacka” i obwinianie za przeszłość).

16

Identyfikacja cech dynamicznych podsystemów organizacji

75%

Wiśniewski Z.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Łódzka

|

2010

|

tom z. 46

17-30

PL

W opracowaniu przedstawiono część badań związanych z podejściem do zarządzania zmianami w oparciu o właściwości dynamiczne organizacji. Zasadnicze badania objęły bardzo szeroki zestaw aspektów zmian, zaś w opracowaniu skupiono się na ukazaniu sposobu oceny reakcji podsystemu organizacji na jeden rodzaj wymuszenia w postaci zmiany.

EN

The paper presents some research related to the approach to change management based on dynamie properties of the organization. Basic tests included a wide rangę of aspects of change and development is focused on showing the reaction of one type of organization change.

17

Zarządzanie zmianą jako kluczowy czynnik funkcjonowania szpitala w warunkach pandemii SARS-CoV-2

75%

Głód G. , Rogowska K.

Studia i Prace Kolegium Zarządzania i Finansów

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2023

|

nr 194

161-175

EN

The SARS-CoV-2 pandemic was a challenging time for societies, governments, healthcare systems, and individual components of the system. Hospitals were the only ones during the entire period of the pandemic that allowed for direct contact between the patient and the doctor. In order for the organization to carry out its responsibilities, it had to implement a number of organizational solutions, which it designed based on its competencies, and implemented thanks to its openness to change. This unlocked the potential for agility in its operations. Based on the literature, the article presents the identification of key success factors in the context of management processes in a hospital under uncertainty. Then, on the basis of the presented case study of a teaching hospital, the key success factors in the process of ensuring business continuity during a pandemic period and the implementation of critical tasks additionally related to the launch of a temporary hospital were evaluated. The conducted considerations made it possible to present recommendations in the undertaken research area.

PL

Pandemia SARS-CoV-2 była czasem wyzwań dla społeczeństw, rządów, systemu ochrony zdrowia oraz poszczególnych elementów tego systemu. Szpitale w czasie pandemii, jako jedyne przez cały okres jej trwania, umożliwiały bezpośredni kontakt pacjenta z lekarzem. Aby instytucje te mogły realizować swoje obowiązki, musiały wdrożyć wiele rozwiązań organizacyjnych, które projektowały na podstawie swoich kompetencji i wdrażały dzięki otwartości na zmiany. To uwalniało potencjał zapewniający im zwinność w działaniu. Celem artykułu jest identyfikacja kluczowych czynników sukcesu w kontekście procesów zarządczych w szpitalu w warunkach niepewności oraz ich ocena na podstawie zaprezentowanego studium przypadku. Analizie poddano priorytetowe czynniki w procesie zapewnienia ciągłości działania w okresie pandemicznym oraz realizacji krytycznych zadań związanych z uruchomieniem dodatkowo szpitala tymczasowego. Przeprowadzone rozważania pozwoliły na sformułowanie rekomendacji w podjętym obszarze badawczym.

18

Zarządzanie procesem zmian w aspekcie doskonalenia działalności przedsiębiorstw na przykładzie sieci dealerskich

75%

Bubel D.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

|

2016

|

tom z. 97

51--63

PL

W artykule przedstawiono problematykę zarządzania zmianą w działalności przedsiębiorstw. W warunkach niepewności i rosnącego ryzyka, każda organizacja podejmuje decyzje o zmianach, których celem jest poprawa efektywności jej funkcjonowania, lepsze wykorzystanie zasobów oraz zwiększenie stopnia spoistości organizacyjnej z otoczeniem. Celem artykułu jest identyfikacja głównych obszarów zmian w sieciach dealerskich na terenie województwa mazowieckiego oraz próba wskazania tych aspektów, które zostały poddane przeobrażeniom odpowiednio do zmian występujących w otoczeniu.

EN

The paper presents the management of change problem in enterprises activity. In uncertainty and growing risk conditions, each organization makes decisions about changes aimed at improving the efficiency of its functioning, better use of resources and increase the cohesion level with the organizational environment. The major goal of this article is to identify the main areas of changes in dealer networks in Mazovia voivodeship and attempt to point out these aspects which have been modified according to the changes occurring in the environment.

19

Metody oceny efektywności zmian organizacyjnych

75%

Stabryła A.

Zeszyty Naukowe Małopolskiej Wyższej Szkoły Ekonomicznej w Tarnowie

|

2004

|

nr 5

111-124

PL

Celem artykułu jest przedstawienie koncepcji zmian i rozwoju organizacyjnego w przedsiębiorstwie. W zakresie zmian organizacyjnych mieści się czynnik zarządzania, personalny, informacyjny i techniczno-produkcyjny. Autor koncentruje rozważania na ramach metodologicznych procesu zmian i efektywności zmian organizacyjnych. Szczególną uwagę kieruje na problem analizy ryzyka i wykonalności projektów.

EN

The object of the paper is to present the concept of changes and development management in an enterprise. The starting point of the essay is the interpretation of the changes and the development in the following systems: organization, personnel, information and production. The main contents of the work concern a suggestion for the methodological framework of the designing process and the effectiveness of organizational changes. Special attention was focused upon the problem of risk analysis and feasibility studies.

20

Management of changes in business processes: an empirical study in Slovak enterprises

75%

Sujová A. , Remeň O.

Engineering Management in Production and Services

|

2018

|

tom Vol. 10, no. 3

37--50

EN

Constant change is typical of the current business environment. The ability to manage change is a highly appreciated managerial skill. Being adaptive has become a new competitive advantage of a company. Appropriately and successfully implemented changes can improve corporate performance. This paper aimed to evaluate how Slovak companies had been dealing with change in recent years; whether they had been prepared for it; what tools, methods and concepts they had used; and what ultimately had necessitated them from an economic point of view. The paper explored the current status of change management in the context of business processes particular to Slovak enterprises. A literature review concerning change and process management was provided in order to design appropriate research. The research focused on the level of process-oriented management of change in Slovak enterprises operating in different industrial sectors. The main research method was primary quantitative research via questionnaires. Outputs from the questionnaires were subsequently evaluated by contingency tables and the chi-square test which determined the level of significance via p-value. Research results presented in this paper confirmed a positive influence of business process change on process maturity and corporate performance. The paper contributed to the development of knowledge in the field of change management, namely, process-oriented change management. The creation of a change-based maturity model for enterprises was identified as a new direction for future work with practical implications.