PERSPECTIVE MANAGEMENT: SYSTEMIC THINKING AND VALUE SYNERGY NECESSITY
Journal Title: Problems of Management in the 21st Century - Year 2011, Vol 1, Issue 5
Abstract
We can surely assert that over the last two decades a very significant attention has been paid to management. It is great that more and more attention is paid to the systemic approach in management (Robinson, 1996; Jackson, 2003; Bellinger, 2004; Cyrus, 2010). It is obvious, that there are many approaches to management, for example, problem solving style, situational approach, effective steering etc. And not only to management, but also to adjacent, management related spheres. Systemic approach is reasonably considered to be as cornerstone to management. On the one hand, this is bound to common systemic society life changes. Such topics as knowledge economy, learning society, information society and so on… are constantly accentuated. On the other hand, in some countries management as a science was basically “beyond the boundaries” of cognition. First of all, this can be said about East and Central Europe countries, in other words, still called post-soviet countries up to now. Though, the latter term is neither true nor full of sense in many respects. Not without a reason, in the public discourse of these countries the opinion is still vital that the manager is the one who is hardly able to do a thing himself. Even quite practically we can analyse a simple example. Social science field study programmes “have been in the leading position” in Lithuanian higher education for almost two decades already. It is interesting, that in many cases, fewer difficulties in studying, is pointed out as the main motive. We can agree with Gary Hamel (2007), that today more than ever, organisations need brave management innovations. Modern management model orientated to control and productivity doesn’t suit in the world where business success is determined by adjustment and creativity. Thus, it is believed that discussions on these mentioned and not mentioned management questions will go on in these journal pages. One thing is obvious, that values become one of the most significant and perspective instruments of management effectiveness and optimisation. Value institutionalisation in the organisations is one of the most important guarantors of their effective activity.
Authors and Affiliations
Vincentas Lamanauskas
Keywords
Related Articles
- EP ID EP32085
- DOI -
- Views 407
- Downloads 1
ATTITUDES OF SHOP FLOOR EMPLOYEES TOWARD WOMEN MANAGERS IN FUEL DEPOTS: A CASE OF THE FUEL DEPOTS IN LUBUMBASHI, DEMOCRATIC REPUBLIC OF THE CONGO
The International Labour Organization and all organizations of human rights advocate against any form of negative attitude in employment based on gender, its terms, promotion and relations. Shop floor employees play a ve...
THE ACCOUNTING OF NON-PROFIT ORGANIZATIONS IN PORTUGAL: THE CASE OF PRIVATE INSTITUTIONS OF SOCIAL SOLIDARITY (IPSS)
The nonprofit sector is made up of nonprofit organizations that, by law or custom, do not distribute any profit that may be generated by the Associates. They are institutionally separate from government, are self manag...
THE EFFECT OF HARD AND SOFT FACTORS ON THE SUCCESS OF A COMPANY
What makes a company successful? What kind of instruments may it use to achieve outstanding results? Instruments necessary for effective operation depend remarkably on the current age and the environment surrounding th...
MANAGING PROCUREMENT OF FOOD WITH ADDED VALUE: A CASE STUDY OF BEEF IN THE CATERING SECTOR
Consumers have limited options to choose food with added values in the catering market. Management challenges include making informed product portfolio decisions of what to offer the consumers. These decisions are base...
USAGE OF SELECTED RESOURCES FOR INCLUSIVE EDUCATION IN MAINSTREAM PRIMARY SCHOOLS: ISSUES AND CHALLENGES FROM A KENYAN PERSPECTIVE
This study assessed the effectiveness of the use of selected teaching/learning resources in the implementation of Inclusive Education (I.E) for Special Needs Education (SNE) learners in mainstream primary schools. Focus...