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Strategic Planning and Implementation for Islamic Organizations

In “Strategic Planning and Implentation for Islamic Organizations, Dr. Beekun shares over two decades of teaching, research, and strategic thinking with Islamic organizations globally. He describes the step-by-step processes of strategic planning and implementation, and asserts that these must be complemented synergistically by leadership, structure, culture, ethics, and tawakkul (trusting in Allah) to produce tangible, sustainable results. Examples from actual Islamic organizations and businesses are included, as well as ready-to-use worksheets for those engaged in the process of developing and executing strategic and operational plans.

In “Strategic Planning and Implentation for Islamic Organizations, Dr. Beekun shares over two decades of teaching, research, and strategic thinking with Islamic organizations globally.

An Empowering Approach to Managing Social Service Organizations

Presenting an empowerment-oriented management approach, this ground-breaking how-to guide covers the most recent innovations and current theories you need to create a successful social service organization. This all-in-one guide to service organization management best practices will help you gain the skills you need to effectively lead and empower your staff. Expert authors provide a comprehensive approach and tackle every important issue related to this complex management field including: Values and ethics Organizational structure Diverse clientele and access to services Barriers to service delivery Cultural competency Fight for social justice Financial resource management Evaluating program outcomes Control of the external environment A must-have reference, An Empowering Approach to Managing Social Service Organizations will help practicing professionals and students on the cusp of leadership improve service delivery to clients, make improvements in workplace conditions, acquire critical resources and retain the leadership power needed to survive in a turbulent social, political and economic environment.

According to Kaminski, Kaufman, Graubarth, and Robins (2000), empowerment
is A developmental process that promotes an active approach to problemsolving,
increased political understanding, and an increased ability to exercise control in
 ...

Co-operative organizations and Canadian society

popular institutions and the dilemmas of change

Co-operative learning proponents Ted and Nancy Graves have succinctly
described the philosophical and practical underpinnings of co-operative learning
methods: Students collaborate with one another, help one another, share ideas
and ...

The New Faces of Organizations in the 21st Century

A Management and Business Reference Book

A Management and Business Reference Book Mohammad Ali Sarlak. at the
same time. It is recommended to take advantage of balanced scorecards (Based
on Kaplan and Norton, 1992). A balanced scorecard establishes links between ...

Public Sector Leadership Perspectives on the Lateral Capability of Public Sector Organizations

Turbulent change in business environment has increased the ongoing dilemma in public sector organizations. On the one hand, it must work in a more effective and flexible way to adapt to the change; on the other hand, it must comply with the rules and procedures. Many studies have shown that the existence of a strong leader is significant to manage those challenges (e.g. Osborne & Gaebler 1993; Wilson, 2000). This situation has also led to the development of flexible organizations, one of which is called lateral organization (Galbraith, 1994). In addition, some studies found that different environmental situations need different leadership styles, and transformational rather than transactional leadership style is more appropriate to implement change (e.g. Bass, Avolio, Jung, Berson, 2003). This study explored the relationship between leadership styles and lateral capability of public sector organization. It also examined the moderating effect of environmental characteristics (dynamic or static) on this relationship. The setting of this study was a state-owned power utility company in Indonesia that has moved toward a flatter organization for more than five years. Bass's Multifactor Leadership Questionnaire (MLQ) was used to measure the leadership style, Duncan's instrument was used to determine the environmental characteristic (static or dynamic), and Preziosi's Organizational Diagnostic Questionnaire (ODQ) was used to measure the lateral capability of the organization. This study found the relationships between transformational leadership and lateral capability was significant and positive while this relationship was significant but negative for passive leadership. However, the relationship between transactional active management by exception and lateral capability was not significant. The possible reason for this weak relationship was the reduction of transactional leadership components from originally three components to one component as a result of factor analysis. One component, contingent reward, merged with transformational leadership variable and another component, passive-management-by-exception, moved to laissez-faire variable. Consequently, active-management-by-exception is the only component left in the transactional leadership variable. Such component regrouping was consistent to the findings in prior studies that also found a low discriminant validity between transformational leadership and contingent rewards component and a high correlation between passive-management-by-exception and laissez faire (Avolio, Bass, & Jung, 1999). Future research is recommended to conduct a similar study in other public sector organizations such as health services, police departments, social services, research departments, and other governmental organizations.

Turbulent change in business environment has increased the ongoing dilemma in public sector organizations.

Contract Research and Development Organizations

Their Role in Global Product Development

The last 10 years have seen a seismic shift in therapeutic product development and testing. In both the pharmaceutical (both small and large molecule) and medical device sectors, the vast majority of testing and evaluation of products is not performed within innovator companies, but rather has been outsourced to a growing universe of commercial organizations. The authors both have more than 30 years experience in this field, and both have worked within innovator companies, for CROs, and as consultants in the field. Contract Research and Development Organizations: Their Role in Global Product Development has been crafted by these authors to provide a how to guide for all aspects of working with CROs in selecting, working with and ensuring the best possible desirable outcome of having the R&D function, or substantial parts of it, outsourced. It uses as the exemplary case nonclinical safety assessment, biocompatibility and efficacy testing which are to be performed to select the best possible candidate compound, device or formulation and then moving the resulting regulated therapeutic medical product into and through the development process and to marketing approval. But also covered are the contract synthesis of drug substances and corresponding manufacture of biologics and manufacture of products, formulation development, clinical evaluation, regulatory and document preparation support, and use of consultants. Included in the volume are an exhaustive listing of those CROs in the (drug and device) safety evaluation sector and their contact information and capabilities, and extensive similar listing for the other types of contract service providers. Also included are guidances on how to monitor ongoing work at contract facilities and audit check lists for GLP, GMP and GCP facilities. These listings are international in scope, and a specific chapter addresses working with some of the newer international CROs.

Their Role in Global Product Development Shayne C. Gad, Charles B. Spainhour
. Chapter. 2. Pharmaceutical. Development. The process by which a new
therapeutic entity is discovered and developed to the point that it is available to
patients ...

Antecedents and Consequences of Personal Reputation in Organizations

This dissertation involves an exploratory investigation that examined the antecedents and consequences of personal reputation in organizations. Using existing scales, this examination inspected personality, social effectiveness, expertise, and time as antecedents of personal reputation, and analyzed power, autonomy, and career advancement as consequences. A structural equation model was used to analyze the data in order to further our understanding of personal reputation in organizations. A revised model, driven by theory and improved fit, supported the proposed antecedents and consequences, with personal reputation partially or fully mediating the two groups (i.e., antecedents and consequences). Furthermore, additional analysis furthered our understanding of the reputation construct as it related to self and other reports. Strengths and limitations of this dissertation, and directions for future research are discussed.

Academy of Management Journal, 42, 288-306. Dulebohn ... Differential
involvement in delinquency: Toward an interpretation in terms of reputation
management. ... Personnel/human resources management: A political influence
prospective.

Relationships Among Managerial Coaching in Organizations and the Outcomes of Personal Learning, Organizational Commitment, and Turnover Intention

This study investigated the impact of managerial coaching on employees to provide a clearer understanding of how managerial coaching affects employees' attitudes and behaviors, particularly their personal learning, organizational commitment, and turnover intentions. Emerging from the extensive literature review, a framework of managerial coaching was provided and hypotheses and a conceptual model to explain the interrelationships between managerial coaching and its potential outcomes were established.

Medsker, G. J., Williams, L. J., & Holahna, P. J. (1994). A review of current
practices for evaluating causal models in organizational behavior and human
resource management research. Journal of Management, 20(2), 439-464.
Merriam, S.

Organizations

Structures, Processes, and Outcomes

This book looks at the organisations in our lives, discusses the different types, the structures and processes, their effectiveness, and the theory behind them. It also looks at the way organisations are changing to cope with changes in society.

This book looks at the organisations in our lives, discusses the different types, the structures and processes, their effectiveness, and the theory behind them.