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The role of planning as a management task in organizational change – an empirical investigation of organizations in the North Plain Region
Views:47Organizational change today represents an unavoidable challenge for all organizations, in which leaders play a key role. Planning as a management task is not merely a technical tool but also a strategic process that determines how organizations are able to adapt to changes arising in their external and internal environments. The aim of the present study was to explore how planning contributes to the successful management of change and how it influences organizational transformation in institutions of the North Plain Region. The empirical investigation was based on a sample of 236 respondents, including a diverse range of organizational types. Beyond descriptive statistics, correlation analyses were conducted to uncover the relationship between planning practices and change management. The findings reveal that planning is not merely as an administrative duty but as a strategic management tool that enhances organizational flexibility and long-term adaptability. The results contribute to a deeper understanding of organizational change practices and may serve as practical guidance for leaders in the planning and implementation of change.
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Institutional and consumer market aspects of regional tourism development along the Lower-Ipoly
8-19Views:191Depending on the macro-level management of tourism, whether a top-down or a bottom-up or integrated tourism development method is applied, the assessment of the organizational and consumer market is an integral part of the status quo analysis. Coordination the stakeholders of the organizational market could be the task of a TDM, however, the linear extent and network of settlements, the specific location, and the unfavourable demographic characteristics raise a number of problems. The study summarizes the results of a research to make foundation for a tourism development concept, outlining the similarities and differences between the two stakeholder groups regarding the tourism needs of the given area. It also covers the preferred types of tourism and the services that make up each tourism product (absolute value, ranking and the ratio to the average). The Lower-Ipoly region can occupy a special position in the tourism market in some aspects (water, bicycle and ecotourism) by combining special product and destination development, as well as experience management and perhaps visitor management elements. Although the limited resources of the organizational market confine the realization of consumer ideas, the success of development is influenced by the demarcation of boundaries, which is a qualitative rather than a quantitative issue and is related to segmentation and differentiated supply. The organizational functions of the destination management are performed by the leading organization of the project currently being implemented. Thus, due to the overlapping maintenance periods, if the projects are sufficiently coordinated, continuous tourism coordination will take place even in the absence of a TDM organization. The results of the consumer market research show that solving the problems arising from limited natural resources requires a significant change in market behaviour not only for tourism service providers, but also for tourists.
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Issues of self-management and improving organizational effectiveness among managers
78-89Views:214It is very difficult to measure the leadership excellence. Partly because the indicators of the organizational excellence are measuring mainly the effectiveness and there are not focusing on the “managerial value”. Scientist made a lot of effort in the last decades to measure the “managerial value”, trying to approach from many sides the managerial success. In our research we wanted to review the international practice, and, in the other hand we tried to conduct a situation survey among Hungarian leaders with the aim of exploring the value-creation processes and the managerial thinking and practice which are behind them. This article focuses on self-management solutions and operational management processes to improve the effectiveness of organizational processes. One of the goals of the survey was to discover and present the Hungarian management mindset, the self-management working methods and time-management behavior in the SME sector, all in the context of effectiveness and to enrich with this new information the scientific and market knowledge in the field. 148 managers were included in the study, partly due to the difficult availability, the low willingness to answer, and partly due to the confidential nature of the questions and the large size of the questionnaire. According to the answers we can see, that among the interviewed leaders are common the use of timemanagement applications, task-lists (with task prioritization) and accordingly, the next day’s activities are planned in the evenings. Correlated with the supervision of corporate processes, quality management systems, decision making systems and connection with employees (eg: site visits and daily meetings) receive a special attention. In the basic research we developed 3 clusters: “uncertain empathic”, “experienced strategist” and “ambitious purposeful”. Among them the members of the last cluster performed excellently based on their daily work practices and daily leadership habits. 86.36% of the organizations they lead are profitable and growing at a balanced rate (5% growth rate per year). If we look for the human factors behind the outstanding organizational effectiveness, the components of excellence, presumably this cluster offers solutions.
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Transforming leadership tasks through the example of Hajdú-Bihar county organizations
89-97Views:164Permanent change is an axiomatic phenomenon in organization life that has its effect every day. Responding to changes is one of the conditions for the long-term survival of an organization. In our study, we looked into the question how changes affect organizations, what perceptible transformations and reactions they evoke or generate in the functioning of organizations. To answer these questions, semi-structure interviews were applied with Hajdú-Bihar county senior executives, owners. Our results showed that consistency, teamwork, and continuous feedback play a critical role in implementing change. Management tasks transform during the change, the proportions of each task shift. Based on the results, it is worth conducting further research on the role of management tasks in organizational change.
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Working conditions at the Cannery of Debrecen according to the house organ’s news
125-135Views:185The Cannery of Debrecen started their production in 1969 but the ceremonial handover only took place a year later. One hard argument for the company to be placed in Debrecen was that the city could provide the complete labour force for the completion of the production appropriation of the current plan. This was not always successful, despite the fact that they wanted to solve the employment of women and released agricultural workers with the establishment of the new factory. The management of the factory took different measures to attain and keep the employees, which was not an easy task because fluctuation was high since the working circumstances were unfavourable and the work was seasonal. The increase of domestic demand and export demand for canned products made the management of the company to reach for their “hidden reserves”. One possible form of this was the “socialist brigade movement”, who advertised work competitions. We can also see in the brigade journal entries that the socialist brigades took extra assignments, from these entries we can get an insight into the lives of the employees and what was expected from them.
