Organizacijų vadyba: sisteminiai tyrimai / Management of Organizations: Systematic Research 2012, nr. 62

Permanent URI for this collection

Browse

Recent Submissions

Now showing 1 - 5 of 10
  • Publication
    Profesinio rengimo institucijų įvaizdžio formavimo teorinis modeliavimas
    [Vocational training institutions image forming theoretical modelling]
    research article ;
    Organizacijų vadyba : sisteminiai tyrimai. Kaunas : Vytauto Didžiojo universiteto leidykla, 2012, T. 62, p. 53-67
    Education system have the main role solving problems of problems in Europe like globalization, aging society, requirements of new technologies and skills. Vocational training become equivalent part of lifelong learning system. Vocational education providers, vocational training institutions are responsible for solution of these problems. That is why one of the main vocational training institutions tasks – to be attractive and flexible organization, where young people study using new learning methods, forms and can gain wanted profession as well. The aim of the article is – to offer forming model of vocational training institutions image considering factors and assumptions. The objectives of the article are as follows: 1. To discuss the concept of vocational training institutions image; 2. To analyze the factors, which determines the image in organizations; 3. To present forming model of vocational training institutions image. The first article part is theoretical analysis of the problem, where disclosed the importance of the vocational training institutions image. In the second article part there is defined the prevailing attitudes of the organization‘s image, represented the process of organization image creation and the analysis of the factors shaping it. In the third article part authors formulate the concrete propositions - the model of vocational training institutions image. Model was formed considering theoretical analysis of the problem. The result of the research is a built-up model of forming vocational training institutions image, which helps to determine the main factors of the image in vocational training institutions and to see how it work together.
      170  111
  • Publication
    Išorinio kokybės užtikrinimo kaita: Lietuvos aukštojo mokslo atvejis
    [Alternation of external quality assurance: case of Lithuanian higher education]
    research article ;
    Skaburskienė, Nora
    Organizacijų vadyba : sisteminiai tyrimai. Kaunas : Vytauto Didžiojo universiteto leidykla, 2012, T. 62, p. 97-111
    Today nearly all European countries have established national quality assurance systems. Nearly all systems involve four main elements: quality assurance agency, self-evaluation report, peers review and public report on evaluation results. Central and Eastern European countries (Lithuania among them) are still using accreditation practices and focusing only on minimum standards, using narrow and specific criteria while disregarding the overall educational context, impinging on academic freedom, being a restraint on innovation and quality enhancement. Increasing autonomy of higher education institutions and responsibility for the activities stimulate changes in external quality assurance looking for right balance between autonomy and control. This article is aimed at formulating the answer to the question – what changes of external quality assurance should be introduces in order to stimulate internal quality assurance processes and promoting autonomy of higher education institutions. The formation of universal quality assurance model was highly influenced by the alterations in European higher education area. Although all the systems comprise the same elements, they use difference quality assurance procedures that differ in aims and objects. Examples of United Kingdom, the Netherlands and Finland highlighted the move towards audits of internal quality assurance systems in higher education institutions. Today Lithuania pursues two types of external evaluation – programme evaluation and institutional review. The aims of both types of evaluations involve accountability, quality enhancement and provision of information. As every evaluation is led by accreditation decision it is obvious that accountability is dominant. We could state that quality assurance in Lithuania is a political tool aimed at control of higher education. [...]
      40  89
  • Publication
    Kultūrinės dimensijos komunikacijoje ir derybose : smulkaus verslo įmonės atvejis
    [Cultural dimensions in communication and negotiations: case of small business enterprise]
    research article ;
    Organizacijų vadyba : sisteminiai tyrimai. Kaunas : Vytauto Didžiojo universiteto leidykla, 2012, T. 62, p. 81-96
    Modern dynamic business environments, which seeks to maintain competitiveness and strengthen position in products or services market, in many countries organizations tend to economical interdependency. Almost all for-profit companies’ owners in Lithuania, top, mid and purchase managers have to inevitably cooperate and negotiate with suppliers or manufacturers from other counties. In other words, for business growth it is vital to maintain connection with people of different culture. Cross cultural communication and negotiation between members of different culture often is accompanied with various threats due to cultural differences and low cross cultural competence of members. This could also be because it is impossible to create a share understanding of the environment with two or more culturally different parties participating. Culture may be different in various aspects: language, behaviour, values, attitude, beliefs, traditions, so trying to guess other culture spokesman according to oneself rarely pays off. That’s why participants of cross cultural communication meet serious challenges occurring with clarification of message initial meaning and correct way of decoding the message. Process of international transaction formation is accompanied by invisible barriers which are inspired by negotiation styles, verbal and non-verbal language and behaviour, but most often there is ethnocentrical understanding and interpretations. In such case cross cultural communication process is affected and hardened and as a result many cross cultural business deals are insoluble just as they start. This is important cross cultural communication and negotiation problem which should be discussed in various organizations and in international level. [...]
      574  146
  • Publication
    Strategic management in creative industry organizations : specifics in strategic decision making
    [Strateginis valdymas kūrybinių industrijų sektoriuje : strateginio sprendimų priėmimo specifika]
    research article
    Bērziņš, Gundars
    Organizacijų vadyba: sisteminiai tyrimai, 2012, nr. 62, p. 7-23
    In the article it is analysed strategic problem solving process in creative industry organizations. Author indicated problem that no specific management approach where used in operations of those companies and organizations in creative industries are managed with the traditional methods disregarding the specific character of the creative industries operation. The goal of the paper is to improve strategic decision process in creative industry organizations by applying new models of decision making process that takes in account specific features of the creative industries. Identified specific features of creative industries are divided into 5 groups: continuous innovations; unique products and processes; difficult-to-forecast demand; artistic contents of the product; self-management and self-managing staff.
      113  58
  • Publication
    Executives coaching conceptualization
    [Vadovų koučingo fenomeno konceptualizacija]
    research article ;
    Organizacijų vadyba : sisteminiai tyrimai. Kaunas : Vytauto Didžiojo universiteto leidykla, 2012, T. 62, p. 69-79
    In the article there is analyzed the phenomenon of executives coaching definitions and concept formation. In the article displayed a compendium of definitions of executives coaching and definitions of the analytical results in terms of objective and process criteria.
      60  88