
Impact of strategic management structure to increase employee’s efficiency
Authore(s) : Alia Abd el Jawad el CHEIKH IBRAHIM || Phd. International Politics & English Business
Volume : (3), Issue : 211, January - 2019
Abstract : Strategic management can contribute to an atmosphere of trust, support and safety in teams by encouraging members to feel engaged, energetic and enthusiastic about the work. If members of a team start to be distressed, mistrustful and nervous, then the team climate will mirror this. To create trust managers must also encourage employees to take risks and rely on each other (Grant, 1996). In this Article we will go through the definitions of meaning of employee's efficiency , The Three Elements of Employee's efficiency Strategic , Employee's efficiency the strategic management , Impact of strategic management structure to increase employee's efficiency.
Keywords :Strategic ,management ,structure, increase ,employee's efficiency.
Article: Download PDF Journal DOI : 2018/2364
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management structure to increase employee's efficiency
Vol.I (3), Issue.I 211
Article No : 10025
Number of Downloads : 109
References :
Bell, S.T. (2007) Deep-level composition variables as predictors of team performance: A meta-analysis, journal of Applied Psychology, 92, 595-615.
Cruz, Scapens, & Major, (2011) 7he Speed of Trust: The One Thing That Changes Everything. New York: Free Press, 2006.
Eisenhardt & Martin J.. (2000) “Path-Goal Theory of Leadership: Lessons, Legacy, and a Reformulated Theory.” Leadership Quarterly, 1996. 7 (3). 323- 52.
... More
- Bell, S.T. (2007) Deep-level composition variables as predictors of team performance: A meta-analysis, journal of Applied Psychology, 92, 595-615.
- Cruz, Scapens, & Major, (2011) 7he Speed of Trust: The One Thing That Changes Everything. New York: Free Press, 2006.
- Eisenhardt & Martin J.. (2000) “Path-Goal Theory of Leadership: Lessons, Legacy, and a Reformulated Theory.” Leadership Quarterly, 1996. 7 (3). 323- 52.
- Garengo, P. (2009). A performance measurement system for SMEs taking part in quality award programmes. Total Quality Management, 20(1), 91-105.
- Garengo, P., & Biazzo, S. (2012). Unveiling strategy in SMEs through balanced scorecard implementation: A circular methodology. Total Quality Management
- Grafton, J., Lillis, A. M., & Widener, S. K. (2010). The role of performance measurement and evaluation in building organizational capabilities and performance. Accounting, Organizations and Society, 35(7), 689-706.
- Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic
- Gunasekaran, A., Marri, H. B., & Grieve, R. J. (1999). Activity based costing in small and medium enterprises. Computers & Industrial Engineering, 37(1), 407-411.
- Hair, J. F., Ringle, C. M., & Sarstedt, M. (2011). PLS-SEM: Indeed a silver bullet. The
- Heikkilä, P., & Saranpää, T. (2006). Productivity in the restaurant industry: how to measure productivity and improve process management. In P. Harris, & M. Mongiello (Eds.), Accounting and Financial Management: Development in the Hospitality Industry (pp.22-45). Oxford: Butterworth-Heinemann.
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- Henri, J. F. (2006a). Management control systems and strategy: a resource-based perspective. Accounting, Organizations and Society, 31(6), 529-558.
- Javidan, M. (2004). Performance Orientation. In R. J. House, P. J. Hanges, M. Javidan, P.
- Jelinek, M., & Litterer, J. A. (1995). Toward entrepreneurial organizations: Meeting ambiguity with engagement. Entrepreneurship Theory and Practice, 19, 137-168.
- Jenkins Jr, G. D., Mitra, A., Gupta, N., & Shaw, J. D. (1998). Are financial incentives related to performance? A meta-analytic review of empirical research. Journal of Applied Psychology, 83(5), 777-787.
- Malina, M. A., & Selto, F. H. (2001). Communicating and controlling strategy: an empirical study of the effectiveness of the balanced scorecard. Journal of Management Accounting Research, 13(1), 47-90.
- Mathieu, J., Maynard, T.M., Rapp, T. and Gilson, L. (2008) Team effectiveness 1997-2007: A review of recent advancements and a glimpse into the future. journal of Management, 34, 410-476.
- Melnyk, Stewart, & Swink G. (2004) “The Path-GoalTheory of Leadership: Some Stevens and Campion (2014).” In Contingency Approaches to Leadership, edited by J. G Cooke.(2003) Carbondale, 111.: Southern Illinois University Press, 1974, 29-62.
- O’Grady, Porter. .(1998) “Creating a Context for Excellence and Innovation: Comparing Chief Nurse Executive Leadership Practices in Magnet and Non-Magnet Hospitals.” Nursing Administration Quarterly, July— Sept. 2009; 33 (3): 198-204.
- Paulus C.( 2000) The 360 Degree Leader: Developing Your Influence from Anywhere in the Organization. Nashville, Tenn.: Thomas Nelson, 2005.
- Tjosvold Michael.(2008) “Always with a Safety Mindset.” United Hemispheres.
- van Knippenburg, D. and Schippers, M.C. (2007) Work group diversity. Annual Review of Psychology, 58, 515-541.
- Dorfman, & V. Gupta (Eds.), Culture, leadership, and organizations: The GLOBE study of 62 societies (pp.239-281). Thousand Oaks, CA: Sage.
- Wageman, R., Nunes, D.A., Burruss, J.A. and Hackman, J.R. (2008) Senior Leadership Teams: What It Takes To Make Them Great, Harvard Business School Press, Boston
- Wernerfelt Shuldham (1984). “Patient-Centered Leadership in Practice.” Journal of Nursing Management, 2008. 16, 900
- West, Christine. (2002). “Management’s Role in Shaping Organizational Culture,” Journal of Nursing Management, 2006; 14 (3), 188-94.
... Less
- Bell, S.T. (2007) Deep-level composition variables as predictors of team performance: A meta-analysis, journal of Applied Psychology, 92, 595-615.
- Cruz, Scapens, & Major, (2011) 7he Speed of Trust: The One Thing That Changes Everything. New York: Free Press, 2006.
- Eisenhardt & Martin J.. (2000) “Path-Goal Theory of Leadership: Lessons, Legacy, and a Reformulated Theory.” Leadership Quarterly, 1996. 7 (3). 323- 52.
- Garengo, P. (2009). A performance measurement system for SMEs taking part in quality award programmes. Total Quality Management, 20(1), 91-105.
- Garengo, P., & Biazzo, S. (2012). Unveiling strategy in SMEs through balanced scorecard implementation: A circular methodology. Total Quality Management
- Grafton, J., Lillis, A. M., & Widener, S. K. (2010). The role of performance measurement and evaluation in building organizational capabilities and performance. Accounting, Organizations and Society, 35(7), 689-706.
- Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic
- Gunasekaran, A., Marri, H. B., & Grieve, R. J. (1999). Activity based costing in small and medium enterprises. Computers & Industrial Engineering, 37(1), 407-411.
- Hair, J. F., Ringle, C. M., & Sarstedt, M. (2011). PLS-SEM: Indeed a silver bullet. The
- Heikkilä, P., & Saranpää, T. (2006). Productivity in the restaurant industry: how to measure productivity and improve process management. In P. Harris, & M. Mongiello (Eds.), Accounting and Financial Management: Development in the Hospitality Industry (pp.22-45). Oxford: Butterworth-Heinemann.
- Helfat, C. E., & Lieberman, M. B. (2002). The birth of capabilities: market entry and the importance of pre-history. Industrial and Corporate Change, 11(4), 725-760.
- Hemmer, T. (1998). Performance measurement systems, incentives, and the optimal allocation of responsibilities. Journal of Accounting and Economics, 25(3), 321-347.
- Henri, J. F. (2006a). Management control systems and strategy: a resource-based perspective. Accounting, Organizations and Society, 31(6), 529-558.
- Javidan, M. (2004). Performance Orientation. In R. J. House, P. J. Hanges, M. Javidan, P.
- Jelinek, M., & Litterer, J. A. (1995). Toward entrepreneurial organizations: Meeting ambiguity with engagement. Entrepreneurship Theory and Practice, 19, 137-168.
- Jenkins Jr, G. D., Mitra, A., Gupta, N., & Shaw, J. D. (1998). Are financial incentives related to performance? A meta-analytic review of empirical research. Journal of Applied Psychology, 83(5), 777-787.
- Malina, M. A., & Selto, F. H. (2001). Communicating and controlling strategy: an empirical study of the effectiveness of the balanced scorecard. Journal of Management Accounting Research, 13(1), 47-90.
- Mathieu, J., Maynard, T.M., Rapp, T. and Gilson, L. (2008) Team effectiveness 1997-2007: A review of recent advancements and a glimpse into the future. journal of Management, 34, 410-476.
- Melnyk, Stewart, & Swink G. (2004) “The Path-GoalTheory of Leadership: Some Stevens and Campion (2014).” In Contingency Approaches to Leadership, edited by J. G Cooke.(2003) Carbondale, 111.: Southern Illinois University Press, 1974, 29-62.
- O’Grady, Porter. .(1998) “Creating a Context for Excellence and Innovation: Comparing Chief Nurse Executive Leadership Practices in Magnet and Non-Magnet Hospitals.” Nursing Administration Quarterly, July— Sept. 2009; 33 (3): 198-204.
- Paulus C.( 2000) The 360 Degree Leader: Developing Your Influence from Anywhere in the Organization. Nashville, Tenn.: Thomas Nelson, 2005.
- Tjosvold Michael.(2008) “Always with a Safety Mindset.” United Hemispheres.
- van Knippenburg, D. and Schippers, M.C. (2007) Work group diversity. Annual Review of Psychology, 58, 515-541.
- Dorfman, & V. Gupta (Eds.), Culture, leadership, and organizations: The GLOBE study of 62 societies (pp.239-281). Thousand Oaks, CA: Sage.
- Wageman, R., Nunes, D.A., Burruss, J.A. and Hackman, J.R. (2008) Senior Leadership Teams: What It Takes To Make Them Great, Harvard Business School Press, Boston
- Wernerfelt Shuldham (1984). “Patient-Centered Leadership in Practice.” Journal of Nursing Management, 2008. 16, 900
- West, Christine. (2002). “Management’s Role in Shaping Organizational Culture,” Journal of Nursing Management, 2006; 14 (3), 188-94.