Later in ies it was developed by Aleksandras Rutkauskas and me into system of multisectoral regional forecasting models. Aleksandras Patapas Vasiliauskas A. A dynamic theory of organization- 3c10afed. Between applied resultative researches in the Lithuanian economics, It could be mentioned: Resource complementarity in business of Rural Development Actors.
|Published (Last):||26 January 2005|
|PDF File Size:||2.4 Mb|
|ePub File Size:||7.83 Mb|
|Price:||Free* [*Free Regsitration Required]|
Important User Information: Remote access to EBSCO's databases is permitted to patrons of subscribing institutions accessing from remote locations for personal, non-commercial use. However, remote access to EBSCO's databases from non-subscribing institutions is not allowed if the purpose of the use is for commercial gain through cost reduction or avoidance for a non-subscribing institution.
Source: Monetary Studies Bank of Lithuania. Jun, Vol. Abstract: The paper provides a generalised overview of the main features of strategic changes management and of self-management, justifies the expediency of close interrelation of these aspects of organisational management, describes an organisational environment allowing employees to develop and implement self-management programmes on their own account.
The following major conclusions are made: 1. Strategic changes are closely interrelated human change management at the organisational level and self-management at the level of separate individuals. For successful management of strategic changes within organisations, it is very important to perceive those changes as transformational, the nature, rate and dramatics of which are essentially different from evolutionary changes.
A period of resistance and breakthrough is the most complicated stage of human change, and the most helpful for a man m addressing complicated problems caused by a stress condition is pro-active self-management at the level of individual. Comparing a matrix of alternative strategic changes with a model of self-management one may grope a principle scheme, how to interrelate more efficiently human change management at the organisational level and self-management at the level of separate individuals.
Structure, culture, strategic control, policies and management within an organisation are the key factors creating an environment for successful mutual agreement of strategic changes management and self-management. In making structural changes within an organisation it is important to identify tasks and to envisage incentive schemes that increase human motivation for change and for the self-management of the change process.
The organisations' clearly identified values become the pillars for its management's subsequent decisions on strategic changes management and for self-management at the level of separate individuals.
In developing strategic control systems within an organisation it is expedient to envisage an additional function of these systems that would assess the results of human change and of its management at the individuals' level, and would ensure feedback information for the timely adjustment and alteration of the programme of strategic changes. It is expedient to devote attention to policy changes managed by individuals themselves, which are most closely related with individual values and vision.
The head must not only ensure an environment within the organisation that allows its employees to develop and implement self-management programmes on their own account but also to demonstrate positive performance of their change management.
English Copyright of Monetary Studies Bank of Lithuania is the property of Bank of Lithuania and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.
All rights reserved.
STRATEGINIAI POKYČIAI IR SAVIVADA ORGANIZACIJOJE.
Necessary cookies are absolutely essential for the website to function properly. This category only includes cookies that ensures basic functionalities and security features of the website. These cookies do not store any personal information. Any cookies that may not be particularly necessary for the website to function and is used specifically to collect user personal data via analytics, ads, other embedded contents are termed as non-necessary cookies. It is mandatory to procure user consent prior to running these cookies on your website.
ALEKSANDRAS VASILIAUSKAS STRATEGINIS VALDYMAS PDF
Tunris The Future of Green Re- in manufacturing. I suppose that it is not only theory but also: However, most productive was Edmundas Zavadskas who successfully applied multicriteria methods in management and technologies VGTU. Systematic Re- Academy of Management Review. It become the methodical basis for many developments of regional economics in other republics of Soviet Union, and we have had unique possibilities to valydmas around their academic centers: World Development 1 24, pp. In and technology based, rural development policy particular they should also be oriented to the creation measures. Rajeckas also was successful selecting productive co-authors in sustainable development modelling and regional forecasting methods O.