Related Research Articles
Industrial and organizational psychology "focuses the lens of psychological science on a key aspect of human life, namely, their work lives. In general, the goals of I-O psychology are to better understand and optimize the effectiveness, health, and well-being of both individuals and organizations." It is an applied discipline within psychology and is an international profession. I-O psychology is also known as occupational psychology in the United Kingdom, organisational psychology in Australia and New Zealand, and work and organizational (WO) psychology throughout Europe and Brazil. Industrial, work, and organizational (IWO) psychology is the broader, more global term for the science and profession.
Not invented here (NIH) is the tendency to avoid using or buying products, research, standards, or knowledge from external origins. It is usually adopted by social, corporate, or institutional cultures. Research illustrates a strong bias against ideas from the outside.
Knowledge management (KM) is the set of procedures for producing, disseminating, utilizing, and overseeing an organization's knowledge and data. It alludes to a multidisciplinary strategy that maximizes knowledge utilization to accomplish organizational goals. Courses in business administration, information systems, management, libraries, and information science are all part of knowledge management (KM), a discipline that has been around since 1991. Information and media, computer science, public health, and public policy are some of the other disciplines that may contribute to KM research. Numerous academic institutions provide master's degrees specifically focused on knowledge management. As a component of their IT, human resource management, or business strategy departments, many large corporations, government agencies, and nonprofit organizations have resources devoted to internal knowledge management initiatives. These organizations receive KM guidance from a number of consulting firms. Organizational goals including enhanced performance, competitive advantage, innovation, sharing of lessons learned, integration, and ongoing organizational improvement are usually the focus of knowledge management initiatives. These initiatives are similar to organizational learning, but they can be differentiated by their increased emphasis on knowledge management as a strategic asset and information sharing. Organizational learning is facilitated by knowledge management. The setting of supply chain may be the most challenging situation for knowledge management since it involves several businesses without a hierarchy or ownership tie; some authors refer to this type of knowledge as transorganizational or interorganizational knowledge. industry 4.0 and digital transformation also add to that complexity, as new issues arise from the volume and speed of information flows and knowledge generation.
Innovation is the practical implementation of ideas that result in the introduction of new goods or services or improvement in offering goods or services. ISO TC 279 in the standard ISO 56000:2020 defines innovation as "a new or changed entity, realizing or redistributing value". Others have different definitions; a common element in the definitions is a focus on newness, improvement, and spread of ideas or technologies.
A laboratory is a facility that provides controlled conditions in which scientific or technological research, experiments, and measurement may be performed. Laboratories are found in a variety of settings such as schools, universities, privately owned research institutions, corporate research and testing facilities, government regulatory and forensic investigation centers, physicians' offices, clinics, hospitals, regional and national referral centers, and even occasionally personal residences.
Delegation is the process of distributing and entrusting work to another person. In management or leadership within an organisation, it involves a manager aiming to efficiently distribute work, decision-making and responsibility to subordinate workers in an organization. Delegation may result in creation of an accountable chain of authority where authority and responsibility moves down in an organisational structure. Inefficient delegation may lead to micromanagement.
Organisational climate is a concept that has academic meaning in the fields of organisational behaviour and I/O psychology as well as practical meaning in the business world There is continued scholarly debate about the exact definition of organisational climate for the purposes of scientific study. The definition developed by Lawrence R. James (1943-2014) and his colleagues makes a distinction between psychological and organisational climate.
"Psychological climate is defined as the individual employee’s perception of the psychological impact of the work environment on his or her own well-being. When employees in a particular work unit agree on their perceptions of the impact of their work environment, their shared perceptions can be aggregated to describe their organisational climate ."
Design for excellence is a term and abbreviation used interchangeably in the existing literature, where the X in design for X is a variable which can have one of many possible values. In many fields X may represent several traits or features including: manufacturability, power, variability, cost, yield, or reliability. This gives rise to the terms design for manufacturability, design for inspection (DFI), design for variability (DfV), design for cost (DfC). Similarly, other disciplines may associate other traits, attributes, or objectives for X.
Investors in People is a standard for people management, offering accreditation to organisations that adhere to the Investors in People Standard. From 1991 to January 2017, Investors in People was owned by the UK government. As of 1 February 2017, Investors in People transitioned into the Investors in People Community Interest Company. Investors in People assessments are conducted locally through local Delivery Centres across the UK and internationally.
Safety culture is the element of organizational culture which is concerned with the maintenance of safety and compliance with safety standards. It is informed by the organization's leadership and the beliefs, perceptions and values that employees share in relation to risks within the organization, workplace or community. Safety culture has been described in a variety of ways: notably, the National Academies of Science and the Association of Land Grant and Public Universities have published summaries on this topic in 2014 and 2016.
Design management is a field of inquiry that uses design, strategy, project management and supply chain techniques to control a creative process, support a culture of creativity, and build a structure and organization for design. The objective of design management is to develop and maintain an efficient business environment in which an organization can achieve its strategic and mission goals through design. Design management is a comprehensive activity at all levels of business, from the discovery phase to the execution phase. "Simply put, design management is the business side of design. Design management encompasses the ongoing processes, business decisions, and strategies that enable innovation and create effectively-designed products, services, communications, environments, and brands that enhance our quality of life and provide organizational success." The discipline of design management overlaps with marketing management, operations management, and strategic management.
Intrapreneurship is the act of behaving like an entrepreneur while working within a large organization. Intrapreneurship is known as the practice of a corporate management style that integrates risk-taking and innovation approaches, as well as the reward and motivational techniques, that are more traditionally thought of as being the province of entrepreneurship. Corporate entrepreneurship is a more general term referring to entrepreneurial actions taking place within an existing organization whereas Intrapreneurship refers to individual activities and behaviors.
Employee engagement is a fundamental concept in the effort to understand and describe, both qualitatively and quantitatively, the nature of the relationship between an organization and its employees. An "engaged employee" is defined as one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests. An engaged employee has a positive attitude towards the organization and its values. In contrast, a disengaged employee may range from someone doing the bare minimum at work, up to an employee who is actively damaging the company's work output and reputation.
Bootlegging in corporate research and development is defined as "a non-formalised and non-declared (secret) bottom-up innovation process for the benefit of the bootlegger's firm." In corporate bootlegging, an employee works on a project or projects unconnected to their "official" work, and is generally allowed to do so in the understanding that it may benefit the company in some way; however, managerial approval is not always given. David A. Schon introduced the notion of bootlegging into economics and business administration literature in 1963.
Management development is the process by which managers learn and improve their management skills.
Onboarding or organizational socialization is the American term for the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders. In standard English, this is referred to as "induction". In the United States, up to 25% of workers are organizational newcomers engaged in onboarding process.
In marketing, a company’s value proposition is the full mix of benefits or economic value which it promises to deliver to the current and future customers who will buy their products and/or services. It is part of a company's overall marketing strategy which differentiates its brand and fully positions it in the market. A value proposition can apply to an entire organization, parts thereof, customer accounts, or products and services.
Training and development involves improving the effectiveness of organizations and the individuals and teams within them. Training may be viewed as being related to immediate changes in effectiveness via organized instruction, while development is related to the progress of longer-term organizational and employee goals. While training and development technically have differing definitions, the terms are often used interchangeably. Training and development have historically been topics within adult education and applied psychology, but have within the last two decades become closely associated with human resources management, talent management, human resources development, instructional design, human factors, and knowledge management.
Ruth Alas was an Estonian management scientist. She was the head of the Department of Management of the Estonian Business School until her death. Alas wrote more than 100 articles and 23 textbooks in topics relating to management and business.
As an employee benefit, some employers offer a guarantee that employees may work on their personal projects during some part of their time at work. Side project time is limited by two stipulations: what the employee works on is the intellectual property of their employer, and if requested, an explanation must be given as to how the project benefits the company in some way, even tangentially.
References
- ↑ Laden, Karl (1996). "'Not Invented There,' or, The Other Person's Dessert Always Looks Better!". Research Technology Management. 39 (6). Taylor & Francis, Ltd.: 10–12. doi:10.1080/08956308.1996.11674313. ISSN 0895-6308. JSTOR 24131312.
- ↑ Bacon, James A. (April 1999). "Wisdom from Wise County". Virginia Business Magazine. Archived from the original on 2007-09-27. Retrieved 2020-04-21.
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