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Way Organizations (way + organization)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	50%

Selected Abstracts

Optimizing e-learning: Research-based guidelines for learner-controlled training

HUMAN RESOURCE MANAGEMENT, Issue 2-3 2004
Renée E. DeRouin
The widespread availability of the Internet has revolutionized the way organizations train their workforces. With e-learning methods, learning can take place on-demand, and trainees can be given greater control over their learning than ever before. This increased control has the potential to improve training effectiveness. However, the failure of many e-learning programs suggests that organizations would benefit from a set of research-based principles on providing learner control in e-learning. In this article, we offer guidelines for preparing trainees for learner-led instruction, the design of learner-controlled training, and the creation of workplace conditions that facilitate successful learner-led training. © 2004 Wiley Periodicals, Inc. [source]

Developing organizational learning in the NHS

MEDICAL EDUCATION, Issue 1 2001
Sandra M Nutley
Learning has been identified as a central concern for a modernized NHS. Continuing professional development has an important role to play in improving learning but there is also a need to pay more attention to collective (organizational) learning. Such learning is concerned with the way organizations build and organize knowledge. Recent emphasis within the NHS has been on the codification of individual and collective knowledge , for example, guidelines and National Service Frameworks. This needs to be balanced by more personalized knowledge management strategies, especially when dealing with innovative services that rely on tacit knowledge to solve problems. Having robust systems for storing and communicating knowledge is only one part of the challenge. It is also important to consider how such knowledge gets used, and how routines become established within organizations that structure the way in which knowledge is deployed. In many organizations these routines favour the adaptive use of knowledge, which helps organizations to achieve incremental improvements to existing practices. However, the development of organizational learning in the NHS needs to move beyond adaptive (single loop) learning, to foster skills in generative (double loop) learning and meta-learning. Such learning leads to a redefinition of the organization's goals, norms, policies, procedures or even structures. This paper argues that moving the NHS in this direction will require attention to the cultural values and structural mechanisms that facilitate organizational learning. [source]

Organizational energy: an empirical study in Indian R&D laboratories

R & D MANAGEMENT, Issue 5 2002
Sunil K. Dhawan
Analyzing the way organizations function and the processes that operate within these organizations is an important managerial responsibility. We have adopted a people,oriented approach called organizational energy to develop a simple process for diagnosing the level of satisfaction of scientists working in R&D laboratories. Psychic energy as reflected in different work activities in an organization is manifested in energy generating and energy draining activities that can be reduced to an energy count. The present study assesses the use of mental energy by scientific personnel working in three national laboratories in India with the objective of increasing the energy count for improving organizational effectiveness. We hope that the results can be used as the basis for initiating action to improve the motivation and utilization of scientists in India, to support the overall goal of self,reliance in science and technology. [source]

FROM EXPERIENCE: Creating Synergy between Marketing and Research and Development,

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 1 2004
Gail L. Rein
The tensions between marketing and research and development (R&D) are so common that we have come to accept them as the way organizations are. If we remain resigned like this, how will we ever reap some of the benefits that can accrue from these groups working better together? If we can improve the working relationships between marketing and R&D, researchers promise a variety of desirable organizational outcomes, such as cycle-time reduction and new product success. This article describes in detail the changes that a Fortune 500 company made to its product development process to foster synergy between marketing and R&D. The modified process formalized the roles of marketing and R&D at both the front and back ends of the product development process, increasing productive interaction between the groups. The company found that at the front end, marketing and R&D needed to work together (1) to clarify the market requirements implicit in the market attack plan and (2) to develop a technical strategy that responded to the market requirements and that consequently implemented the market attack plan. At the back end, the groups needed to work together (3) to formulate the value messages used to market the company's products. The synergy created between marketing and R&D through the new process is credited for enabling the company to compete successfully in a market it never before had entered. [source]

An extended performance reporting framework for social and environmental accounting

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 5 2006
Kittiya Yongvanich
Abstract Internationally, there is growing awareness of the environmental and social impacts of the business activities of organizations. This awareness was heightened by the 1987 report Our Common Future by the World Commission on Environment and Development (WCED, 1987). In order to address the concerns raised, companies have increasingly reported the social and environmental impacts of their business activities to secure their right to operate from society. This paper argues for the importance of an integrated reporting framework that provides information on economic performance via intellectual capital (IC) information and non-economic performance, including that used in the management of performance across social and environmental impacts. This paper briefly reviews three extended reporting approaches, namely IC, balanced scorecard (BSC) and social and environmental reporting. The paper demonstrates that the emphases of these reporting approaches, while diverse, could be complementary to one another and be integrated into an extended performance reporting framework (EPRF), which would provide a more complete account of the management and performance of an organization. The EPRF could empower stakeholders and facilitate change in the way organizations conduct their activities. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source]

EMS models for business strategy development

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 6 2002
Dr. Stephen Tinsley
This research investigation identifies the organizational barriers that can occur within large organizations to impede the introduction and development of environmental management systems (EMSs). The findings from the six case study investigations into multinational electronic and telecommunications organizations enabled the construction of four categorical models: devoid, isolated, devolved and integrated. They provide a profile of the way organizations use their EMSs and detail the types of organizational barrier that are likely to occur in each case. The models are designed to offer insight into the profile of the organization, the type of EMS being used and the operational advantages and disadvantages of using each model. They offer managers additional decision-making tools with which to assess the EMS profile of their own organization and those of competitor organizations and to assess the effectiveness of an organization's EMS in weak and strong economic conditions. Copyright © 2002 John Wiley & Sons, Ltd. and ERP Environment [source]