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Issues of self-management and improving organizational effectiveness among managers
78-89Views:66It 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:52Permanent 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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Examination of the organizational structure and the management functions of state-accredited football academies
102-111Views:183My research was aimed to investigate the organizational structure and the management functions of the state-accredited football academies in Hungary. The relenvance of this topic is given by the high amount of money flowing in to this sector, and the changes in the onganizational background. With the development of football, the clubs are working yet as companies, and this organistional frame requires a well planned structure. In my research I analized the operation of these organisations as companies, and I tried to answer the suggested questions about structure and leadership, with a comparative analysis of the academies highlighted by the national federation. I revealed what are the organizational problems faced by the academies, and which directions they have to follow to develop their companies, to ensure the safe, and long term operation. I choosed 3 from the 10 state-accredited academies to analyse their structure. The chosen clubs were the Várda Sport Egyesület, the Vasas Kubala Akadémia, and the Győri ETO FC youth base. It was important for me to represent an academy from each part of Hungary, to have the possibility to see some regional specialities. Through my study I investigated the responsibilities of the academy directors to see which were the key areas they had to enchance in their companies, and to define the differences in each organization. It was also my goal to reveal these differences have benefists or disadvantages for the operation. My main goal was to locate critical success factors needed for the modern, and proper operation. The research revealed that the three academies examined follow the traditional linear, functional organizational structure, but there are also differences in the definition of jobs and in the operation of the company. These differences are largely to be found in the local identity and the still ongoing development of the organizational background.
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“Stay Home” - Moving to Home Office in the Northern Great Plain Region
37-47Views:141The changes resulting from the covid epidemic have led to an unprecedented spread of the Home Office. In our study, to examine the advantages and disadvantages of working away from work, we chose an organization’s Northern Great Plain Region where face-to-face negotiations are essential, so they were rarely used before the emergency, but were switched en masse due to changed circumstances. We sought to answer which of the literature factors significantly impacted employee satisfaction related to teleworking and the need to maintain it after an epidemic. Based on the regression analysis results, we found that employee satisfaction with a greater desire to switch to telecommuting, proficiency in solutions replacing personal communication channels, and perceived improvement in work-life balance has a positive, uncertainty and stress associated with implementation. Workers would be happy to work in this form in the future if they desire to switch to teleworking became more pronounced at the time of introduction. However, the fear of switching, higher age and lack of managerial feedback would lead them back to the workplace. As a suggestion, we stated that managerial support is vital throughout the process, which should be reflected in employees’ involvement in the decision-making process, the appropriate replacement of the personal communication channel, and more frequent feedback. In improving work-life balance, a leader can be on the side of time management to help his followers by prioritizing tasks. In the Home Office experience process, these measures can help employees experience the benefits of telecommuting more.
