Top PDF Investigating the effects of strategic planning on organizational performance (Being studied by the Customs of Islamic Republic of Iran)

Investigating the effects of strategic planning on organizational performance (Being studied by the Customs of Islamic Republic of Iran)

Investigating the effects of strategic planning on organizational performance (Being studied by the Customs of Islamic Republic of Iran)

the needs for being aware of organization's strengths and weaknesses and continuous improvement of productivity. Therefore, today one of the major concerns of organizations is achieving a comprehensive, flexible and trustworthy performance management method relying on that they can get adequate information about their current position and having a look at the future, they can learn a great deal from the past mistakes. Reaching the goals depend on the ability of staff in doing their duty. Hence, improving performance and the staff is an undeniable need for organizations and performance management is a tool to reach this goal. Performance management is an approach trying to create empathy between the staff and the supervisors by making a fair system of evaluating the staff's performance, establishing systems of benefits and rewards based on performance, through which it can align the staff's goals with the organization's and enhance productivity.If performance management with its requirements implemented in an organization, it can identify some of the problems and provide practical solutions for them. It has holistic view of people's and organization's performance and creates synergy between the performance of individuals and organizations using certain mechanisms. Performance management is a traditional and classic approach in the theory of organizations. Despite importance and necessity of performance management in productivity of an organization, the results of many studies reveal that performance management failed to reach this goal. What disabled it in enhancing productivity is lack of emphasis on improving the staff.Strategic performance management is a comprehensive and long-term approach that tries to guarantee profitability and long-term survival by
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A study on the effects of human resources strategies on the organizational performance: Evidence from Pharmaceutical industry

A study on the effects of human resources strategies on the organizational performance: Evidence from Pharmaceutical industry

In order to improve the organizational performance, strategies in the human resources are among the elements taken into consideration. On this basis, the present research is aimed at studying the role of human resources strategies in the organizational performance of Barij Essence Kashan Pharmaceutical Company. In terms of goal, the present research is descriptive- correlative and in terms of data collection, the survey method has been used. The main means of research data collection has been questionnaires and the validity and consistency tests have been carried out on the questionnaires. The statistical population is consisted of managers, directors, and experts of the Barij Essence Kashan Pharmaceutical Company during the winter of 2013-2014. Simple random sampling method has been used in the research and the number of people in the statistical population is 48. In research data collection, both library and field (questionnaire) methods have been used. The Pearson correlation coefficient and the multivariate regression have been employed in analysis of the data. By verifying the examined hypothesis, the findings of the research reveal that the human resources strategies generally influence on the organizational performance in five groups of absorption and employment strategy, human resources development strategy, performance management strategy, service compensation strategy, and employees’ relations strategy.
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Investigating the effects of strategic positioning for development of modern banking services

Investigating the effects of strategic positioning for development of modern banking services

During the past few years, there have been tremendous changes on banking services and many bank customers are able to do their daily banking activities using recent advances of technology such as internet banking, telephone banking, etc. In this paper, we present an empirical investigation on the effects of strategic positioning for development of modern banking services. The proposed study designs a questionnaire in Likert scale and distributes it among some 385 randomly selected people who live in Tehran in 2013. The questionnaire consists of seven factors including property positioning, advantage positioning, consumer positioning, user positioning, competitive advantage positioning, quality positioning and merchandise category positioning. Using Spearman correlation as well as stepwise regression technique, the study has determined positive and meaningful relationships between different components of strategy positioning development of modern banking services.
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BBR, Braz. Bus. Rev.  vol.14 número5

BBR, Braz. Bus. Rev. vol.14 número5

In contrast, Hall (2004) advocates that the organizational structure is what deines the strategy. The author contradicts the concept of the classical approach proposed by Whittington (2002) based on the understanding that, in most cases, individuals involved in the strategic planning process comprise the high organization’s senior management. Thus, individuals who are in power from the coniguration of the structure are who formulate the strategies. In this case, it is important to emphasize the possible ways to compose the team of strategic formulation according to the methodology by Pereira (2010), namely: top-down, botton-up and mixed. Especially in the irst way to compose the team, the conception by Hall (2004) makes perfect sense. Based on the principle that the structure determines the hierarchical levels, the decision-making level and where and which strategic activities are exercised, the structure has a direct impact on organizational strategies.
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Investigating the effects of Iranian cultural factors on brand equity for strategic management of market share

Investigating the effects of Iranian cultural factors on brand equity for strategic management of market share

customer and attention to his perception of beauty, and thereby attempting to manufacture versatile products according to his/her taste, are mandatory for the survival of the company. Considering the fact that the quality perceived from the brand for products which are merely practical or merely luxurious is different from those enjoying both aspects at the same time, we should pay more profound attention in applying the above-mentioned strategy. Generally, we suggest that manufacturers pay special attention to the taste and social position of customers and customize their products in accordance with their demands. It is also suggested that target markets be divided into different categories and customers be studied at different levels and in different groups; thus, the various methods applied for attracting customers’ attention should be adjusted and each group should be treated according to their specific common features. Using market concentration strategies, and at the same time introducing various and versatile designs to specific markets, would be more beneficial and economical to this industry. We suggest other researchers to study brand value creation approaches and branding factors in other manufacturing and service industries and present a localized model conforming to the cultural needs of each society, since culture is considered as one of the most influential factors in customers and consumers’ criteria for choosing a specific product or service. 6. Acknowledgement
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The Influences of Strategic Information Systems on the Relationship between Innovation and Organizational Performance

The Influences of Strategic Information Systems on the Relationship between Innovation and Organizational Performance

Over the last several decades, research regarding IT/IS value creation for businesses has been intensifying (MARABELLI; GALLIERS, 2017; MELVILLE; KRAEMER; GURBAXANI, 2004; MERALI; PAPADOPOULOS; NADKARNI, 2012). An effective use of IT/IS in the business strategy was highlighted as one of the most important factors for CIOs and CEOs (JOHNSON; LEDERER, 2013; PHILIP, 2007). Studies have shown that SIS supports business strategy process and content, improving competitive advantage and organizational performance, even in highly competitive environments (CHEN, Y. et al., 2014; MERALI; PAPADOPOULOS; NADKARNI, 2012; TEUBNER, 2013). SIS is defined as a portfolio of IT/IS applications that collect, process, analyze and make data/ information available for decision making (O’BRIEN; MARAKAS, 2007; SABHERWAL; CHAN, 2001), and it exists within business strategy process and content in order to achieve business objectives.
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Experiences and dilemmas of strategic action planning implementation on the local level

Experiences and dilemmas of strategic action planning implementation on the local level

Organizational, personnel and financial management as well as quality management do not exist adequately, if at all. Decision- making procedures follow person-oriented objectives. Very often, weal and woe of the performance depends on individual persons, who try to keep and strengthen their individual position. A phenomenon, which occurs on all levels, but shows extremely negative consequences at the local level, is the hesitation of many persons at responsible positions to really take on their responsibilities. Measures are not implemented, because the respective person in charge is not willing to cut the necessary decision and this means to take also the responsibility for failures. This hesitation is caused by little competence to prepare a decision properly and by a decade- long behavior that an official position serves first of all personal interests, what usually excludes the responsibilities for difficult decisions.
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Investigating the effects of different factors on development of open source enterprise resources planning software packages

Investigating the effects of different factors on development of open source enterprise resources planning software packages

where N is the population size, p 1  q represents the yes/no categories, z  / 2 is CDF of normal distribution and finally  is the error term. Since we have p  0 . 5 , z  / 2  1 . 96 and N=460, the number of sample size is calculated as n=210. We have applied Kolmogorov–Smirnov test and the results have indicated that the data were normally distributed. Therefore, we use parametric test to verify the hypotheses of the survey.

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BAR, Braz. Adm. Rev.  vol.14 número2

BAR, Braz. Adm. Rev. vol.14 número2

We have less of an understanding of how a lack of valuable, rare, inimitable and non-substitutable resources (VRIN) can leave companies at a disadvantage in terms of competition, leading to a declining performance. A set of studies extending the RBV (a view based on knowledge and capacity) could aid future research. These studies may provide implications for studies of decline. For example, they could consider the TMT as a strategic resource (Hoskisson, Hitt, Wan, & Yiu, 1999), whose impact is manifested in the allocation of resources (Hambrick & Mason, 1984), which could prevent decline and lead companies down the path to restructuring (Pandit, 2000). Some studies on organizational success highlight the role of the leaders and cognitive behavior of the management in relation to performance (e.g., Hambrick & D’Aveni, 1988; Hambrick & Mason, 1984). There are a growing body of studies considering the influence of the board during crises (e.g., Dowell, Schakell, & Stuart, 2011).
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Studying the impact of the organizational commitment on the job performance

Studying the impact of the organizational commitment on the job performance

explain the organization in negative terms to outsiders thereby inhibiting the organization’s ability to recruit high-quality employees (Mowday et al., 1982). In the recent years, the effects of organizational psychological and employees’ behavioral issues such as organizational commitment and the influence of organizational commitment on the employee job performance have been considered. Many organizations try to provide appropriate solutions to create the desirable optimal environments to increase job satisfaction, commitment to the profession and employee's job performance. The study of employee’s job performance and organizational commitment plays essential role for top-level management of the organizations. Somers and Birnbaum (1998) studied the relationship of career commitment to performance effectiveness and reported a positive relationship between these two factors. Jackofsky (1984) reported that low commitment was leading to high rate of turnover, whereas higher the level of job satisfaction through job security may entail high level of organizational commitment which further leads to improved employees job performance. Job performance has been defined as work performance in terms of quantity and quality expected from each employee (business dictionary).
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Influence Of Industry Environment Adaptation To The Improved Performance Of Islamic Financial Institutions

Influence Of Industry Environment Adaptation To The Improved Performance Of Islamic Financial Institutions

Jones (2004) says that companies must constantly change or develop a way to use existing resources and capabilities to enhance the ability to create value and to develop its effectiveness. The amendment is intended to find improved performance. Performance is meant here is not the performance in the narrow sense that only limited to financial gain. Indeed, the advantage of course have to be hunted, because without profit companies will not be able to survive, but the goal of the company from a strategic management perspective is intended to Obtain and maintain a sustainable competitive advantage and Achieve superior performance. At first it only financial criteria used to assess whether or not the superior performance of a company. Performance serves as an instrument to determine whether the company has the ability to going concern, as well as a basis for formulating operational planning company in the future and for the information of shareholders, stakeholders, customers, regarding the achievements and success of the company. There are many approaches, in defining the performance, according to Mulyadi (2007: 337). Performance is the success of personnel, team, or organizational unit in achieving the strategic objectives that have been set previously with the expected behavior. Mulyadi, also explained that the successful achievement of strategic objectives needs to be measured. That is why the strategic objectives that form the basis of performance measurement is necessary to determine its size, and determined initiative to realize the strategic objectives of an organization tersebut.Tercapainya purposes only possible because of the efforts of the actors that exist in the organization. Prawirosentono (2000), defines performance as: "The work that is accomplished by a person or group in an organization within a certain time, in accordance with the authority and responsibilities of each, in an effort to achieve the goals of the organization in question legally, do not violate the law and in accordance with moral and ethical. In the related literature, there are two approaches to measuring the company's performance advantage (Supratikno et.al, 2005).
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The Impact of Strategic Human Resource Management  on Organizational Performance

The Impact of Strategic Human Resource Management on Organizational Performance

Another way, the concept of performance has been expressed by Brumbrach (1988) as follows: performance means both behaviors and results. Behaviors emanate from the performer and transform performance from abstraction to action. Not just the instruments for results, behaviors are also outcomes in their own right – the product of mental and physical effort applied to tasks – and can be judged apart from results. This definition of performance leads to the conclusion that when managing performance both inputs (behavior) and outputs (results) need to be considered. It is not a question of simply considering the achievement of targets, as used to happen in ‘management by objectives’ schemes. Competency factors need to be included in the process (Armstrong, 2006). In short, a theory of performance is necessary to determine: relevant dimensions of performance, performance standards or expectations related to performance levels, restrictions on how the situation should be measured when assessing performance, the number of performance levels or gradient and the extent to which performance should be based upon absolute vs. relative comparison standards (Boxall, Purcell and Wright, 2007).
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A study on the effects of inter-organizational factors on the supply chain performance

A study on the effects of inter-organizational factors on the supply chain performance

In the current competitive environment, managers do their best to convert organizations under their supervision into competitive and responsive through creating capability of timely delivery of quality products and services. In the other word, they try to create value for their customers, which yield more profitability for stakeholders. In line with this, determining of inter- organizational factors and the relationships among these variables and supply chain performance plays an important role in achieving these objectives. The relationship modeling is a type of multiple criteria decision-making (MCDM) problem, which requires applying experts to determine the relationships. The Decision Making Trial and Evaluation Laboratory (DEMATEL) is an MCDM tool, which not only can convert the relationships among cause and effect criteria into a visual structural framework, but also it can be used as a technique to handle the inner dependences within a set of criteria. This paper proposes an effective solution based on DEMATEL approach to help managers evaluate the relationships between inter- organizational factors and supply chain performance.
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ORGANIZATIONAL STRATEGIC PLANNING OF HUMAN RESOURCES

ORGANIZATIONAL STRATEGIC PLANNING OF HUMAN RESOURCES

Delphi method requires the existence of an expert group (around 10-20 people), who through systematic consultation, express their views on the future of an organization and implicitly on the staffing needs based on structured anonymous questionnaires. The expert group very well knows the activity of an organization, and it also has extensive knowledge in the field of human resources. Usually, after a session of 3-5 inquiries, they reach a consensus, a single trend is crystallized, a time when the process of activity forecasting and staffing can be completed.
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Investigating the effects of counseling programs on runaway youth

Investigating the effects of counseling programs on runaway youth

According to Yates et al. (1998), runaway street youth are at bigger risk for several medical problems and of health-compromising behaviors including suicide and depression, prostitution, and drug use. Feitel et al. (1992) performed an empirical investigation on psychosocial background and behavioral and emotional disorders of homeless and runaway youth. Kennedy (1991) identified different indicators associated with behavioral and environmental variables, which could help in the development of intervention and prevention strategies for this population.
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Statistical Assessment of the Effect of Chemical Composition on Mechanical Properties of Hypereutectic AlSi17CuNiMg Silumin

Statistical Assessment of the Effect of Chemical Composition on Mechanical Properties of Hypereutectic AlSi17CuNiMg Silumin

Taking the above into consideration, for investigations the following alloys were selected: a hypereutectic AlSi17 silumin which was “enriched” with additions of ~3%Cu, ~1,5%Ni and ~1,5%Mg (added separately or jointly). A compilation of the examined silumins is given in Table 1.

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The influence of the arc plasma treatment on the structure and microhardness C120U carbon tool steel

The influence of the arc plasma treatment on the structure and microhardness C120U carbon tool steel

Surface of C120 steel after arc plasma treatment showed tracks have multizone microstructure composed of the remelted zone, heat affected zone and substrate, which can have diversified microhardness. Structure (particularly precipitation of martensite, bainite retained austenite and secondary cementite) in the remelted zone is dependent on the arc plasma treatment parameters. The cooling rate obtained during the treatment by arc plasma of the steels is compared to the cooling rate of the steels during conventional heat treatment. This cooling rate can be estimated on the basis of the standard CCT diagram for C120 steel. Increased of the current intensity of arc plasma lead to of grater areas of materials remelting and it decreases of the cooling
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Evaluating the influence of selected parameters on sensitivity of a numerical model of solidification

Evaluating the influence of selected parameters on sensitivity of a numerical model of solidification

The presented results from a series of analyses indicate lack of dependence of certain sensitivity analysis parameters. In case of increasing the parameter r (the number the matrix B* is generated) obtaining identical results despite increasing r, may be explained as converging of the results to a certain fixed value. It should be noticed that increase of the number r causes increase of the number of required computer simulations. Therefore it is significant to obtain credible results for the smallest r number possible.
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Influence of tungsten and titanium on the structure of chromium cast iron

Influence of tungsten and titanium on the structure of chromium cast iron

The paper analyses the as-cast state structure of chromium cast iron designed for operation under harsh impact-abrasive conditions. In the process of chromium iron castings manufacture, very strong influence on the structure of this material have the parameters of the technological process. Among others, adding to the Fe-Cr-C alloy the alloying elements like tungsten and titanium leads to the formation of additional carbides in the structure of this cast iron, which may favourably affect the casting properties, including the resistance to abrasive wear.
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Distributions of grain parameters on the surface of aircraft engine turbine blades

Distributions of grain parameters on the surface of aircraft engine turbine blades

The results of calculations of the areas of non-planar grain surfaces and the grain areas on the projection plane for correct and incorrect macrostructures are presented as distributions with a logarithmic width of classes in Figs. 6 and 7, respectively. 7. Parameters of the grain size distributions in 3D and 2D spaces are presented in Table 1. A supplementary evaluation of the grain size consists of a calculation of the shape and elongation coefficients. The results of the calculations are presented as distributions these values in Figures 8, 9, 10 and 11, respectively, while statistical parameters are shown in Tables 2 and 3.
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