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Issues of self-management and improving organizational effectiveness among managers
78-89Views:102It 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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Coordination opportunities for cooperation between environmentally aware companies in Borsod-Abaúj-Zemplén county
51-62Views:10The 21st century has seen significant changes in supply chain management. Chains with an increased number of members are now considered more like networks in the literature. Cooperation between members, coordination and synchronisation of processes have become increasingly difficult. In addition, supply chains are increasingly expected to apply environmentally friendly systems, technologies and processes. The increasing levels of pollution and the decreasing levels of non-renewable resources are also indicative of the changes in business. The objectives of organisations, and therefore of supply chains and networks, include the use of environmentally friendly solutions, but this also complicates the operation of companies and thus has an impact on coordination between members. Therefore, we have focused on a coordination solution that can effectively support supply chain coordination based on literature. Contracts are potentially a good solution for member coordination, and therefore the focus of our study is on the potential of contracts as a means of coordination in a business sphere where environmental awareness is a high demand. Thus, our study aims to establish a group of experts who are decision makers in firms with high levels of environmental awareness. Based on their preferences and using the AHP method, we would like to develop a decision support model that would help to propose a contract that coordinates the partnership at the appropriate level, taking into account the characteristics, expectations and attitudes of environmentally aware companies.
