Straipsnyje susieti autorių pateikti organizacijų, turinčių tinklines struktūras, suvokimo lygiai ir pagrindiniai tinklinių struktūrų tipai. Pastebėta, kad ne kiekvieną tinklinę organizaciją galima pavadinti organizacijų tinklu. Tai lemia du skirtingus požiūrius į tinklines struktūras. Organizacijų tinklas vienareikšmiškai susieja kelias juridiškai nepriklausomas organizacijas, kurios siekia sudaryti naudingą sąjungą, užtikrinančią sėkmingą organizacijos veiklą greitai kintančiomis sąlygomis. Šių tinklų, kaip verslo organizavimo formų, koordinavimo sistema gali iš esmės skirtis. Straipsnyje parodoma koordinavimo sistemos organizacijų tinkle svarba, užtikrinant organizacijos veiklos efektyvumą, išnagrinėtas koordinavimo sistemos CPFR modelis ir priemonės, būtinos užtikrinti šio modelio funkcionavimą.
In recent years many countries have experienced stagnation or even decline in the amount of mortgage credits granted to households. The credit-granting process has become significantly complicated, less transparent and excessively time consuming. This study seeks to define the improvement opportunities for credit granting through creation of a simple, transparent and accountable framework of decision-making process. To achieve this purpose the authors used qualitative method – structured interview and graphical tools – decision tree. The developed framework makes it possible to identify areas of the credit granting that might have potential for considerable improvements. The empirical results of the study indicate that decision-making process in credit granting has considerable potential for improvements. The developed framework is supposed to help commercial banks to improve the quality and efficiency of the decision-making process in the credit granting and reduce cost of credit granting process. This is possible to achieve by cutting down the duration time of alternative solutions with negative outcome – credit denial. This research introduces a valuable framework of transparent and accountable model of decision-making process in the credit granting. The authors have found that the introduced framework is suitable not only for commercial banks but also for a wide range of organizations having similar complicated and multiple staged decision-making processes.
Organizacijos vykdomos veiklos sėkmė daugeliu atvejų priklauso nuo jos vadovo. Straipsnyje aptariami vadovavimo stiliai organizacijoje. Remiantis mokslinės literatūros analize, pateikiami vadovavimo stilių – transakcinio, transformacinio ir tarnaujančiojo – apibrėžimai, sudaryta vadovavimo stilių lentelė, kur pagal pasirinktus vertinimo kriterijus teoriškai paaiškinami jų skirtumai. Nustatyta, kad pasirinkti kriterijai yra tinkami vertinti vadovavimo stilius organizacijose. Organizacijose galimi skirtingų vadovavimo stilių deriniai. Palyginus vadovų ir jiems tiesiogiai pavaldžių darbuotojų išsakytus teiginius nustatyti tie patys vadovavimo stilių deriniai, skiriasi tik proporcijos.
Straipsnyje pateikti veiksniai, įgalinantys organizacijų tinklą efektyviaiveikti, jų sąveikos rezultatas yra pridėtinės vertės kūrimas. Nustatyta, kad tinklasgali būti įvardijamas kaip efektyvus, jei turimas bendras tikslas, sukurta politika,turimi įvairių rūšių ištekliai, kurių reikia veiklai vykdyti, koordinuotaorganizacinė valdymo struktūra, užtikrintas optimalusvaldymas ir nuolatinė komunikacija. Straipsnyje parodoma šių veiksnių svarba,užtikrinant organizacijų tinklo veiklos efektyvumą. Pateikta veiksnių,įgalinančių organizacijų tinklą efektyviai veikti, principinė schema.
Strateginio mąstymo sąsajos su priimamais verslo sprendimais straipsnyje analizuojamos teoriniu ir praktiniu aspektais. Akcentuojama,kad strategiškai mąstantys vadovai, priimdami verslo sprendimus, didelį dėmesį skiria aplinkai ir jos teikiamoms galimybėms,pasekmių ir rezultatų analizei apie ateitį ir galimas jos kryptis, grįžtamajam ryšiui ir mokymuisi; visai organizacijai bei santykiųtinkamumui organizacijos viduje. Rengiant straipsnį išanalizuoti ir apibendrinti moksliniai šaltiniai, apklausti Vilniaus, Klaipėdos,Kauno, Šiaulių, Telšių regionų įmonių vadovai, kurie vadovauja rinkoje įsitvirtinusioms ir tarpusavyje konkuruojančioms prekybosbei gamybos pobūdžio paslaugų įmonėms. Tyrimo rezultatai patvirtino hipotezę, kad vadovai, strategiškai mąstantys priimdamiverslo sprendimus, pasiekia aukštų veiklos rezultatų.
There is the one of the biggest problem in the world- not sustainable development of countries, regions. The governments of different countries were trying to solve economical differences between some countries and regions only using economic measures in last century. It should be noted that economic development orientations and concepts cannot satisfy the humanity’s needs and they have only a limited application spectrum in environmental protection studies. The situation supposes the necessity to propose new approaches and to define the essence of economic theory, its potential role and tasks, in solving issues related to critical human existence and civilization survival in the future. Sustainable development is based on three dimensions: economic development, social development, and environmental protection. But still there are big scientific problem – how to change mentality of people through the world? How to find measures that would be understandable for everybody? How to change people thinking to use less? How to explain for managers of organizations, that to be sustainable – to be successful? These and other questions were analyzed in this article. The aim of this paper is to describe benefit of sustainable development in organizations. Object of research – sustainable organizations. The tasks of the article: to analyze the concepts of sustainable development in organizational level; to analyze concept of sustainable organization and to show benefit for organizations to sustainable. Used methods are- the analysis of scientific articles, comparison, and observation.
In this paper correlation of competitiveness and service quality are analyzed in theoretical and practical regard. It is emphasized that competitiveness might be evaluated according to different levels and formats. When preparing this paper scientific sources were analyzed and summarized, organizations were evaluated employing the methods of competitive profile analysis and surveying. Total of 316 Lithuanian insurance companies’ clients from various regions and towns of the country were surveyed. During the evaluation of the organizations direct and indirect factors influencing competitiveness were accentuated. Factors determining quality of service were also evaluated. Results of the research confirmed the hypothesis that competitiveness of service providing companies is mostly determined by the factor of service quality. Correlation between service quality and competitiveness of service providing companies was determined.
Creativity in organizations has always been important, but in the twenty-first century, it is becoming object of interest among scientists in the field of management. The article discusses the essence of creativity and its benefits to organizations. Although researchers of various fields, including management, emphasize the benefits of creativity in everyday activities, but the skeptical view, that creativity can be applied only in art and not in everyday activities, still persist. This paper analyzes the scientific problem that is the lack of application of creativity in organizations. The object of research is application of creativity. The purpose of article is to research the applicability of creativity in organization through the analysis of the concept of creativity and its benefits to organizations. Objectives are to identify the benefits of creativity to the organization and to reveal the practice of application of creativity in Klaipeda organizations.
In the analysis of the scientific literature, these techniques have been applied: systematic and logical analysis, comparative analysis, graphical representation. A qualitative research method of semi-structured interview has been used for empirical research. In order to determine the application of creativity in real life, the qualitative exploratory study has been performed. Semi-structured interview with experts has been selected. Experts – managers of various small and medium organizations – have been invited to participate in this research. The study has been conducted in April 2014 in Klaipeda. The aim was to involve managers-experts from different sectors (services, manufacturing, marketing or educational areas) in order to be able to discern certain trends or directions depending on the organization or the organization’ size or even a different leadership experience. Management experience of experts is very diverse, from 1 year to 36 years.
The study found out that although experts have identified unambiguously that creativity is essential in our daily work, it appears that its application possibilities are not exhausted in practice and most have not showed interest or practical application of a variety of creative methods. Experts do not apply creative approaches in their work, they feel instinctively how to behave or to show creativity, but in reality, it is a serious theoretical gap. The results suggest that the development of creativity is yet neglected because neither managers nor employees are encouraged for creative solutions.
In the analysis of leadership styles and their coherence the subject of leading the organization have been, is and will be valid at all times. Although there are quite a lot of scientific articles and books on leadership styles, but works of foreign researchers are often quoted. Unfortunately, Lithuanian scientists do not pay enough attention to new (relatively as transformational and transactional leadership styles have been begun to be analyzed in the end of last century) leadership styles, whereas a combination of leadership styles is not paid attention at all, stating a priori that it is better to use a combination of various styles. It certainly does not form serious approach to the current leadership style problem. The scientific problem is the lack of perception, identification and finding out style combinations in the field of leadership styles. The purpose of this article is finding out leadership styles set in Klaipėda progymnasiums through the analysis of leadership styles. The object of research is the leadership styles in Klaipeda progymnasiums. The research methods are analysis, synthesis and comparison based on the insights in scientific literature, which have been done in order to justify the eligibility of leadership styles chosen by the managers. Employees carried out individual questionnaires, while managers have been interviewed. To analyze, process, digest and graphically depict questionnaire data derived from quantitative research SPSS 18 (Statistical Package for the Social Sciences) software and Microsoft Office Excel 2010 program have been used.
The research confirmed the scientists ideas in the theoretical part of this article that none leadership style suits every situation. Examination of employee opinions on leadership styles of their managers showed that managers use some combination of leadership styles in their direct duties. According to the aggregated data from respondents’ answers it may be concluded that managers consider their leadership style to be based on the combination of transformational and coaching leadership styles while also adding bits of charismatic or transactional leadership styles; employees think that managers use the combination of transformational and coaching leadership styles while also adding bits of charismatic or transactional leadership styles. Leadership style combination chosen by managers completely satisfied or more satisfied than not satisfied most of the surveyed employees in organizations. Evaluation results have showed that employees have rated leadership style of their managers better than the same managers have done. In this research the views of employees are very close to managers views when selecting the leadership style or combination of different styles.