Organizationalneeds as co-created in nested human systems are bridging meso level needs that mediate between the needs of different actors. Organizations can be seen as a means for satisfying the needs of individuals and societies. Scarce resources need to be allocated in ways that are efficient and that balance the conflicting needs of different individuals or coalitions. Organizationalneeds are formed as people engage in organizing in order to co-create value, increase the efficiency of resource allocation, and negotiate in order to balance their conflicting needs. The outcome of this organizing is not necessarily optimal, which results in a kind of poverty of neediness and in a reduction of contribution to value co-creation in society by poor people. Organizationalneeds are also dynamic, changing over time in open-ended ways. It is important to re-think needs as co-created in nested human systems, because this allows us to search for new ways to increase the value creation and well- being of actors of all systemic levels, including individuals, groups, organizations, industries, countries, and society.
Based on organizationalneeds, before executing the payroll process, the master data can be conﬁgured for different organizations based on various parameters. P a y m e n t p e r i o d s , employee groups, leave g r o u p s , a p p r o v a l settings, ESS settings, and various other master data conﬁguration can be done by using C8. This automates processes and eliminates the need for running live payroll for varied groups.
Facilities Management is devoted to the coordination of space, infrastructure, people and organization. This paper aims to identify the challenges faced by the facility manager’s in high rise building services in Malaysia. Facility Manager is often seen as a leader who seems not able to deliver full scale facilities management role, lacking in knowledge and skill (issue of competences). A preliminary study was conducted to 20 facility managers to gain initial overview of their working experience in the high rise building. It was found that the challenges were operational cost, quality of services, risk management, organizationalneeds, manpower expertise and business growth. In terms of problem resolutions, the prelim interviews highlighted inadequacy in defining acceptable service level, process review and measurement, choice of technological support, budget utilization and allocation as well as overall organizational target.
Page | 2 Application modules, available in various optional combinations to meet specific organizationalneeds, include the following: General Ledger, Accounts Payable, Accounts Receivable (includes optional Utility Billing and Counter Sales ), Fixed Assets, Payroll, Human Resources, Cash Management (includes Cash Disbursements & Receipts; Bank Reconciliation), Purchase Orders, Budget Preparation, Fund Raising & System Utilities (includes ability to configure unique user-level security settings), and On-Line Help (with built-in web video tutorials).
Abstract: The objectives of this research are: 1) Describing and analyzing the education and training plan in the technical and educational section of Manado Religious Education and Training Center; 2) Describing and analyzing the implementation of education and training in the technical and educational section of the Manado Religious Education and Training Center; 3) Describing and analyzing the evaluation of education and training in the technical and educational section of the Manado Religious Education and Training Center. A qualitative research method was employed, and the participants involved in the study were superiors, structural officials, staff, and trainers (widyaiswara) at Manado Religious Education and Training Center. Data collection techniques involved interviews, observation, and documentation. The research procedure consisted of data collection, data reduction, data display, and concluding. Research results reveal that: (1) the planning of the training programs in Manado Religious Education and Training Center consists of planning the organizationalneeds by identifying the training needs, the specification of tasks including task-sharing between the committee and trainers (widyaiswara), the learning needs related to academic and non-academic facilities; formulating the general objectives of the training and the specific objectives in learning; and determining the training curriculum including the supporting and operational curriculum; 2) the training conducted in the Manado Religious Education and Training Center consists of widyaiswara learning strategies employing the andragogical approach, the learning resources include the references and the use of instructional media, and the training implementation is based on a predetermined schedule; 3) the evaluation and monitoring in Manado Religious Education and Training Center involve evaluating the organizing committee concerning the services provided to the trainees in relation to the learning outcomes before and after the training, as well as to the trainers (widyaiswara) in relation to the teaching methodology during the learning process. Monitoring is conducted based on the evaluation results related to the success and obstacles during the training implementation in Manado Religious and Education Training Center.
The results of this study are in line with the research conducted by Yilmaz and Tasdan (2009) which states that there is a positive relationship between organizational justice and OCB, positive perceptions of organizational justice can increase the perception of positive OCB. This research is also supported by the research of Silva and Madhumali (2014) which states that managers must pay great attention to how to treat their employees because this will affect the occurrence of OCB. In the research conducted by Al-Quraan and Khasawneh (2017) also obtained the same results, namely the perception of fairness positively fostered OCB behavior or behavior beyond formal duties. Singh and Singh's (2018) study also found that organizational justice in the workplace influences employees to display the discretionary behavior desired by the organization. This indicates that organizational justice does have an important role in increasing OCB nurses at the Public Hospital in Bali.
Mental health and addictions action plans. As part of the fourth component, CHC participants were invited to work together to develop an organizational action plan to foster MH&A inclusiveness and service provi- sion within their overall strategic plan. These action plans also helped lay the foundation for an ongoing col- laborative partnership between the individual centres and CAMH. Key coordinating members from each CHC developed the plans, including summaries of existing services within each CHC, a review of important barri- ers to accessing services among patients, and strengths of their organization that could be used as MH&A initia- tives are further integrated with existing services. Staff members were also encouraged to articulate how the plans could be implemented, including details about redirecting resources, what shifts in organizational structure might be required, evaluation plans, and how links with CAMH could be further developed to support the integration of MH&A initiatives.
Institutions of higher learning are placed in the critical role of knowledge production. The knowledge so produced by individuals should be translated into organizational knowledge. This requires knowledge sharing. It is very significant, as most academicians have agreed, in order to remain highly effective. Based on this research, knowledge sharing should be continuously promoted and barriers should be overcome. The strategies for promoting knowledge sharing may be organisation-specific. However, a strong support was found for linking knowledge sharing with rewards and performance appraisal. Support from the top management in encouraging academicians. More efforts must be made and awareness must be created to ensure that people understand the benefits of knowledge sharing.
The literature and various research have defined the transfer of knowledge in different manners and perspectives, however, the majority relate it to a complex process, which is much more than mere transfer of information. Bresman, Birkinshaw and Nobel (1999) argue that despite the fact that substantial body of literature has emphasised on the concept of knowledge and the transfer of knowledge, there are still misunderstandings in terms of the difference between the transfer and the creation of knowledge. The authors claim that there are different terms behind the definition – knowledge combination, creation or learning. We use the term knowledge transfer as a base for this research. As pointed out by Bresman, Birkinshaw and Nobel (1999) the transfer of knowledge is successful when the receiving party can accumulate the received knowledge. In the view of Argote and Ingram (2000) the transfer of knowledge relates to “the process through which one unit is affected by the experience of another” (p. 151). Knowledge transfer is a critical factor for the well-being of an organization as it enables the distribution of valuable information to different parts within an organization, which can further exploit it for different purposes (Gupta and Govindarajan, 2000). On the other hand, Capron and Pistre (2002) argue that firms that consolidate mutually derived value by transferring resources from one to the other and combine them in a novel manner. Furthermore, Junni, Sarala and Vaara (2012) define the transfer of knowledge as a dynamic process that depends upon organizational absorptive capacities, which relate to “knowledge complementarity, operational and cultural integration and political behaviour” (p. 108).
3. Face-to-face peer learning — There are many ways for nonprofits to facilitate face-to-face learning events within their communities. An organization might consider hosting peer learning groups in which participants share ideas and experiences related to best or promising practices. Another option is to develop a team of nonprofit organizational representatives who have a vested interest in designing creative ways for sharing effective practices.
Abstract. As HR experts would propound, organizational success is highly dependent on attracting, recruiting, motivating, and retaining its workforce. The quality of work life (QWL) pertains to favourable or unfavourable work environment in keeping employees motivated so as to enable increase per capita productivity. It aims at achieving an effective work place environment that satisfies both the organizational and personal needs and values of employees , promoting well being by job security, job satisfaction, development and thereby helping to maintain a better balance between work and non-work life. The word sustainability is derived from the Latin sustinere (tenere, to hold; sus, meaning up). Dictionaries provide more than ten meanings for sustain, the main ones being to “maintain", "support", or "endure”. However, since the 1980s sustainability has been used more in the sense of human sustainability on planet Earth and this has resulted in the most widely quoted definition of sustainability as a part of the concept sustainable, that of the Brundtland Commission of the United Nations on March 20, 1987: “sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their needs.
3.2. Tailoring the Agile RE Metamodel to Domain Specific Models The agile RE metamodel needs to be instantiated in terms of conditions of the specific organizational environment, in order to be used in industry. This step is related to the approach by Rolland , who presents a technique for process modeling by means of building abstraction levels (process meta-level, process model and development runs). Following this approach enables us to define how to apply the agile RE metamodel into practice. Therefore, we have created in- stances of the metamodel (L2) to derive domain specific models (L1) that could be utilized in industry. It is worth highlighting that we have slightly adapted the approach by Rolland to become more systematic. Hence, we recommend using a profile for building instances of the agile RE metamodel .
To our knowledge, there are currently no systematic analyses of how EU agencies interact with non-state stakeholders and the motivations driving these interactions (but see Borrás et al. 2007; Thiel 2014). With this article, we contribute to the literature on stakeholder involvement in regulatory gov- ernance, in particular vis-à-vis EU independent agencies, by answering the fol- lowing research question: why and how do EU agencies involve non-state stakeholders? We examine whether organizational arrangements to involve stakeholders, which we term access instruments, are associated with the most important motivations for stakeholder involvement. Following the logic of delegation processes, we first expect stakeholder involvement to serve agency needs. More in particular, we expect individual access instru- ments to fulfil different agency needs best. Public consultations are linked to informational needs, participation in stakeholder bodies to the need for organizational capacity and, finally, participation in management boards most likely serves reputational concerns. As an alternative explanation, we expect stakeholder involvement to be primarily an instrument of legislative control. To examine our expectations, we draw on a novel dataset of access instruments used by the full population of 31 EU independent agencies, con- structed via document analysis, and 27 semi-structured interviews with EU agency officials.
More importantly, what has not been systematically investigated is the mechanism of how relational recourses facilitate innovation. Since the knowledge underlying innovative capabilities is partially tacit, it is difficult to articulate and transfer, in other words, we claim that the effects of learning and trust typically are inferred rather than examined directly (Uzzi, 1997). In particular, we focus on the role of joint problem solving as the mechanism in the joint value creation process and investigate the extent to which joint problem solving between buyer and supplier firms mediates the links among key antecedents and outcome variables within a coherent theoretical framework. Such an investigation is needed in order to advance theory building and empirical testing in supply chain management. By viewing inter-organizational joint problem solving as a relational competency and empirically investigating its mediating role between tie characteristics and innovative performance, especially from both buyer and seller perspective, we seek to gain a better and integrative understanding of the strategic importance of this construct within the context of buyer–supplier relationships. To date, however, little theoretical or empirical work has addressed this issue.
Background: In the past decades, various frameworks, methods, indicators, and tools have been developed to assess the needs as well as to monitor and evaluate (needs assessment, monitoring and evaluation; “ NaME ” ) health research capacity development (HRCD) activities. This systematic review gives an overview on NaME activities at the individual and organizational level in the past 10 years with a specific focus on methods, tools and instruments. Insight from this review might support researchers and stakeholders in systemizing future efforts in the HRCD field. Methods: A systematic literature search was conducted in PubMed and Google Scholar. Additionally, the personal bibliographies of the authors were scanned. Two researchers independently reviewed the identified abstracts for inclusion according to previously defined eligibility criteria. The included articles were analysed with a focus on both different HRCD activities as well as NaME efforts.
The macro system level perspective then frames these within the unique context of local health needs, related systems, relevant health philosophies, and purposes defined within that unique cultural context. This is in order to build specialty areas of practice and skills that move the micro-level clinician towards expert status with the “just right” learning challenges on their career path. By 2012, an additional position paper was developed to address competency and maintaining competency. This document further recommends WFOT member organizations' basic structures and components to be put in place in order to continue to meet the changing world healthcare demands and to ensure that occupational therapy is “relevant and sustainable.” WFOT suggests that respective governing bodies require occupational therapy clinicians to maintain their knowledge, skills, and performance capacity through a commitment to “life-long learning.” These specific competencies match each specific countries needs and environment to form the foundation that then is applied to the unique cultural context of regulatory and governing processes. These consistencies provide the essential structure for therapists to move between communities (WFOT, 2008a). These will be the foundation points in a survey to explore with pointed questions that give valuable information from the occupational therapists themselves perspective.
about behavioural change is to overcome the ‘knowledge is power’ paradigm by nurturing a knowledge-sharing culture. Several officials interviewed expressed the view that the ILO has not developed a culture that facilitates knowledge sharing. It goes without saying that this is not an issue specific to the ILO; knowledge is not shared naturally by individuals unless certain organizational resistance to information sharing applicable to the Organization as a whole (staff and management) is overcome. The distinction between management and staff is important here, since, as already indicated, management commitment is a precondition for KM and the implementation of a KM strategy usually follows a top-down approach. In order to bring forth a cultural or behavioural change, management should lead the way, encourage, provide incentives, recognize and reward knowledge- sharing initiatives among staff.