Browsing: D23

2013

Outside-the-box, but Inside-the-elevator: A Case of Leadership Myopia Reaching Media

By

Introduction. Practitioners claim that successful leaders should be able to think out-of-the-box and “first break all the rules”. However, when it comes to organizational regulation inside some public institutions, more often than not the leaders replace the organizational creativity with an extreme exploitation of the existing rules. The “tendency to overinvest in exploitation” of the routines that proved successful in the past is well-known in the literature on organizational learning.

Aim of the study. In the present study, we examine a specific context in which a traditional rule meant to offer legitimacy to the public leaders was over-exploited up to the point when all national media reacted against the actions of the public institution. Thus, instead of obtaining more legitimacy, the leaders learned the hard way that the organizational rules should be assessed periodically and the obsolete ones be replaced/balanced with new rules, resulting from the exploratory dimension of organizational learning.
Keywords: organizational learning traps, spiritual leadership, organizational rules, impermanent institutionalization
JEL Classification: D23

2013

The Role Of Leadership Inside Organizations In The Context Of Globalization

By

Introduction. Any organization, irrespective of the field, needs skilled leaders who have a vision and confidence in action.The leader plays various roles and the key issue is to determine how they influence the performance of the team they coordinate.

Aim of the study. The research method used was the mathematical modeling applied to the example of a team. The aim of the research is to identify the cooperation method in order to improve workers’ performance but also to minimize the possible conflicts which can affect the level of performance. The results of this research led us to conclusions regarding the characteristics of the team leader.
Keywords: leader, organization, performance, models
JEL Classification: D23, F15

2013

Confronting the Consequences of a Permanent Changing Environment

By

Introduction. Businesses and governments choose how they wish to deal with change. Whether this change is organizational, technological, political, financial etc or even individual pursuing actions as usual is likely to lead to a downward path.

Aim of the study. The authors of this paper are giving a set of tools for confronting and understanding the consequences of this era of permanent changes by building strengths and seeking opportunities within organizations (private or public) and within family (including friends). The work environment and the personal life of the individual have a common point which is adaptability, coping efficiently with changes, a demanded ability of the 3rd millennium human being.
Keywords: organizational change, employee, family, technological environment
JEL Classification: D23, M12, L2, D1, L86

2014

The employees’ opinion about top management at the Berlin Ltd. distribution

By

Introduction. Top management which directs and controls the overall activity of the organization, in general, is responsible for planning and interpreting of the purpose of the organization for determining, its business strategy and its main policies.

Aim of the study. This paper aims to highlight that one of the main problems facing commercial establishments offering commercial services is to find a way to differentiate the offer keeping in mind deal that these units dealing with services and whose main characteristic is intangibility. One of the ways standing out the offer is to make ensure that there are good quality services. This can not be obtained without the services of a highly motivated staff who understands the importance of their work in the smooth running of the enterprise.
Keywords: Top management, nominal scale, Likert’s scale, semantics scale, styles of leadership: authoritarian, participatory, autonomous, and indefinite.
JEL Classification: D23, M12, M51.