Suchergebnisse

This article compares people from different countries according to their job related attitudes and ethical values based on empirical data from 15 countries. The results indicate that countries with a socialist past have to deal with the satisfaction of needs at a lower level than traditional capitalist countries and this consequently influences attitudes and expectations toward society, organisations and work. Attitudes toward society and facets of job satisfaction predict ethical values differently in countries with a different history as well. In traditional capitalist countries ethical values were influenced by attitudes toward society and almost not connected with facets of job satisfaction. In former socialist countries facets of job satisfaction better predicted ethical values of employees than in traditional capitalist countries.

During last decade Estonia has passed through its transition from the authoritarian, centralized, totalitarianism of state socialism, to the democratic country with a free market economy, with different attitudes and values. Estonian companies have been in continuous change process and remarcable part of these changes are deepest by scope ‐ transformational changes. Author proposes that the social phenomena such as organizational change can only be understood in relations to the wider contextual influences that surround them. Changes in Estonian companies could be explained by using institutional and historical context. Research in Estonian companies indicates, that during stable institutions developmental or transitional changes take place in organizations, during societal transience transformational changes occur in organizations. First Published Online: 14 Oct 2010

During last decade Estonia has passed through its transition from the authoritarian, centralized, totalitarianism of state socialism, to the democratic country with a free market economy, with different attitudes and values. Estonian companies have been in continuous change process and remarcable part of these changes are deepest by scope ‐ transformational changes. Author proposes that the social phenomena such as organizational change can only be understood in relations to the wider contextual influences that surround them. Changes in Estonian companies could be explained by using institutional and historical context. Research in Estonian companies indicates, that during stable institutions developmental or transitional changes take place in organizations, during societal transience transformational changes occur in organizations. First Published Online: 14 Oct 2010

A theoretical framework on how to manage crises in Chinese organizations. The authors connect crisis management theories with practical examples from Chinese companies tohelp deepen the understanding of Chinese work culture and practices. The authors believe that this volume may contribute to better crisis management not only in Chinese organizations, but also in organizations from other countries. Learning from mistakes and from the positive solutions to such situations could be the key to future success. Improvement in the management of critical situations in organizations could lead to improvements in the economy as a whole.

This article develops a theoretical framework for coaching-related issues, and two models are described. The first is the "Coaching Culture Characteristics in Leadership Style" model (3C model), which evaluates the characteristics of a coaching culture in the leadership style of organizations. The second model "Leader's Impact on Culture" (LIC model) describes how the impact of leaders, relationship orientation in teams and task/change orientation are interconnected. In order to study the characteristics of a coaching culture in leadership style and the leader's impact on culture, the authors conducted an empirical survey in 2015. Results indicate that most Estonian companies are in phase two of the 3C model. According to the survey results, the most important development areas for Estonian leaders are leader trustworthiness and behavior towards team members

The French Ecole Supérieure Libre des Sciences Commercial Appliquées (ESLSCA) in Paris is one of the most important global culturally diverse private business schools in terms of its number of branches and its history. ESLSCA has had a branch in Cairo in Egypt for about 17 years. This qualitative study seeks to focus on ESLSCA-Egypt branch to investigate the extent to which cultural diversity is included in its MBA curricula. The main methods for collecting data are document analysis, a number of semi-structured interviews, and a review of relevant literature. The study findings have meaningful implications for the practices of business schools' education and training

This research paper provides a HR crisis management reference for Chinese organisations. The aims of this paper are to discover and describe HR crises and management situations in Chinese organisations. The research questions are as follows: 1) – How did the crisis happen? 2) – How did the company handle the crisis? 3) – What result came from the crisis? In this paper, exploratory and descriptive approaches were used to complete the survey. The qualitative method (interview) was used in this study since it enables one to gain a deeper knowledge and understanding of the detailed information. The interviews included both open and closed-ended questions. The method used to analyse the primary data was ordinal. The results indicate that HR crises are caused by various factors – both internal and external. The internal reasons are enterprise's managerial systems change, employees' dissatisfaction, managerial inappropriateness, and enterprise development. The external reasons are inner-industry HR competition, local government policy change, and accident. Due to the limited number of samples, it is necessary to expand the study and conduct more empirical research so as to draw more comprehensive conclusions. The conclusions and implications should be considered by managers in Chinese enterprises, especially HR managers and crisis managers, when detecting, distinguishing and determining a crisis.

This research paper provides a HR crisis management reference for Chinese organisations. The aims of this paper are to discover and describe HR crises and management situations in Chinese organisations. The research questions are as follows: 1) – How did the crisis happen? 2) – How did the company handle the crisis? 3) – What result came from the crisis? In this paper, exploratory and descriptive approaches were used to complete the survey. The qualitative method (interview) was used in this study since it enables one to gain a deeper knowledge and understanding of the detailed information. The interviews included both open and closed-ended questions. The method used to analyse the primary data was ordinal. The results indicate that HR crises are caused by various factors – both internal and external. The internal reasons are enterprise's managerial systems change, employees' dissatisfaction, managerial inappropriateness, and enterprise development. The external reasons are inner-industry HR competition, local government policy change, and accident. Due to the limited number of samples, it is necessary to expand the study and conduct more empirical research so as to draw more comprehensive conclusions. The conclusions and implications should be considered by managers in Chinese enterprises, especially HR managers and crisis managers, when detecting, distinguishing and determining a crisis.

This research paper provides a HR crisis management reference for Chinese organisations. The aims of this paper are to discover and describe HR crises and management situations in Chinese organisations. The research questions are as follows: 1) – How did the crisis happen? 2) – How did the company handle the crisis? 3) – What result came from the crisis? In this paper, exploratory and descriptive approaches were used to complete the survey. The qualitative method (interview) was used in this study since it enables one to gain a deeper knowledge and understanding of the detailed information. The interviews included both open and closed-ended questions. The method used to analyse the primary data was ordinal. The results indicate that HR crises are caused by various factors – both internal and external. The internal reasons are enterprise's managerial systems change, employees' dissatisfaction, managerial inappropriateness, and enterprise development. The external reasons are inner-industry HR competition, local government policy change, and accident. Due to the limited number of samples, it is necessary to expand the study and conduct more empirical research so as to draw more comprehensive conclusions. The conclusions and implications should be considered by managers in Chinese enterprises, especially HR managers and crisis managers, when detecting, distinguishing and determining a crisis.

In this paper we will address issues of organizational changes in public sector where the relevance of management has not diminished during the last two decades of the neo‐liberal market philosophy. Public sector organizations are susceptible to greater and more open accountability with politicians, pressure groups, taxpayers and voters all having an interest in the performance of it. In late 1990s Estonian government initiated reforms of health care system in the country. Estonian Hospital Master Plan (EHMP) 2015 was launched in 2000 which, within the others, was initiating the merge of seven Tallinn hospitals into North Estonian Regional Hospital (NERH). To evaluate efficacy of organizational changes during implementation of EHMP‐model into health care system in Estonia we utilized personal interviews of top and middle managers and annual reports of merged hospitals to benchmark these measures to earlier merged Univerity Hopsital and other EU hospitals. We conclude that even NERH was established and the reform‐initiated changes were mostly introduced by the deviation from first‐line governmental plans and introduction of new political directions in 2003 lead to new organizational changes and managerial efforts to gain the goals with, unfortunately, prolonged change process. First published online:14 Oct 2010