Abstract : A study is reported of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees. A longitudinal study was made across a 10 1/2 month period, with attitude measures collected at four points in time. For this sample, job satisfaction measures appeared better able to differentiate future stayers from leavers in the earliest phase of the study. With the passage of time, organizational commitment measures proved to be a better predictor of turnover, and job satisfaction failed to predict turnover. The findings are discussed in the light of other related studies, and possible explanations are examined. (Modified author abstract)

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Organizational Commitment, Job Satisfaction and Turnover Among Psychiatric Technicians. Technical Report No. 16.

If…you have yet to think about the power of emotions in the workplace, Primal Leadership is mandatory reading. Daniel Goleman of Rutgers University joins with Richard Boyatzis, of Case Western Reserve and Annie McKee of the University of Pennsylvania to expand upon the benefits of emotional intelligence described in Daniel Goleman’s best selling book Emotional Intelligence (1995). Primal Leadership makes a case for emotionally attuned leaders and why they bring out more in their employees than commanding and pace-setting leaders. We learn that successful leaders resonate on an emotional level with their employees, whereas dissonant leaders by contrast, have shortcomings that undermine their firm’s potential for success.

Primal Leadership: Realizing the Power of Emotional Intelligence

The growth of globalization has intensified the competition among countries, cities and regions to attract various target audiences. Places need different marketing and branding strategies to gain competitive advantage and reputation. This article presents a review of extant place branding literature and identifies various research themes. The 147 articles on place branding were identified from three major global databases published during January 2004 to April 2014 (the last 10 years) in scholarly or academic journals. These articles were examined, analyzed and categorized according to various criteria such as research themes, bibliographic data, method of study, method of data collection, types of data analysis techniques used, conceptual/theoretical frameworks proposed and geographical locations focused. Our results show that: (1) most of the articles are based on conceptual, case, and qualitative studies; (2) place brand identity emerged as a major research theme in all studies. The present article also provides avenues for future research by identifying major gaps in literature.

Place branding research: a thematic review and future research agenda

Viešoji politika ir administravimas

In the middle of the tenth decade of the last century a lot of researchers and heads of organizations started to show interest in the importance of knowledge for organizations. Pioneers of knowledge management are Sveiby, Drucker, Quinn, Nonaka, Takeutchi and others. Fast changing and hardly predictable, turbulent environment conditions force organizations to focus their attention to competitive ability, which organization’s success, place in the market, and survival depend on. It is probable that economic recession will stimulate Lithuanian organizations to faster re-orient management philosophy as well. Organization’s success, attraction and the place in the market depend very much on its chosen strategy and implementation, which are inseparable from the processes of information data system and knowledge expansion. In the 21st century, which is named as the globalisation century, knowledge economics, knowledge management or knowledge society is the most frequently used term in scientific literature. One common feature – the aspect of knowledge – joins these concepts.Modern theories of organizations’ management admit that knowledge resources are the necessary condition for organizations’ competitiveness and innovativeness. Knowledge is the means, which are necessary to possess in order to improve, develop and maintain business processes, to fast and adequately react to changing environment conditions. Knowledge being intellectual workforce, without doubt, does not belong to such traditional resources as usual workforce, raw materials, etc.Undoubtedly knowledge does not belong to such traditional resources as workforce, raw materials or land. Knowledge is named as abilities, competence, experience, intellectual capital, which has special meaning both in managerial and economic environment – the organizations that produce, adapt and use knowledge improve their activity, make it more effective by creating more useful, more perfect and larger-profit bringing products, as well as support and encouragement of cogitation activity that creates knowledge creates premises for organizations to develop in acquiring strategic advantage.Knowledge contributes to more effective problem resolution, decision-making as well as determination of purposive strategy in attaining organization’s aims. This obligates them to continuously and systemically assess, to re-assess, to disseminate and to use deliberately. Spender (2000) points out that without doubt most publications on the topic of knowledge management reflect high objectives to understand this phenomenon; but, in its turn, it brings some disorganization in its approach. This should not surprise if we estimate many methods and ideas, which begin to penetrate into this field. According to Davenport and Prusak (1998), recently more and more attention is paid to how systems of knowledge management can conduct and support assimilation and diffusion of hidden knowledge, which is the basis of organization’s memory. Transmission of such knowledge will require certain conditions in order to be able to identify, to formalise, to abstract and to improve knowledge.

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Competitiveness and Innovations: Role of Knowledge Management at a Knowledge Organization

The present article analyzes the development of personal and professional skills of managers who perform managing function in contemporary organizations. Research shows that it is necessary to develop managers‘ skills using a set of different methods and tools. In the course of time, a number of models for manager skills development that recommend the potential ways for the implementation of these processes have been created. One of these models is the training cycle proposed by Kolb (1992) encompassing four stages: actions, thinking, understanding, and checking. Another model – the one made by Byham, Smith, and Pease (2002) - is based on application of group training method. It is carried out in five stages: 1) formation of a group of employees, 2) defining training abilities of the employees, 3) making recommendations for the development, 4) implementing the program, 5) defining directions for new improvements. Probably, the most widely applied and used model is Statt‘s(2000) sequence of development processes: defining demand for development, formulating the goals, compiling the content, choosing the methods, evaluating the results. The most modern model is Whetten and Cameron‘s (2002) five-step model applying social science theory. It is based on the following steps: assessment of a skill, development of the skill, analysis of the skill, testing the skill in practice, using the skill in practical performance. The above listed models have their strengths and weaknesses. The most typical weakness is underestimated complexity and sophisticated character of the development process. Having made the analysis of the described models of managers‘ personal and professional skills development and having generalized the results of particular research carried out in Lithuanian organizations, it could be stated that the process of skills development needs to be improved. This process holistically combining possible 17 activities. On a basis of research results, the article offers a holistic development process that is comprised of the following fields: defining personal and professional priority skills of managers; selecting of employees and assessing of their possessed skills; choosing the best tool for the assessment; systematization of the skills to be developed; search for the possible development ways and methods; choosing the development method that corresponds the goals; providing managing activity to the trained employees; correcting the development process depending on specific situations; responding to the needs of the development; combining several development tools; applying of short-term development tools; choosing the most suitable development program; defining the role of direct supervisor in the development process; appointing mentors for the employees involved in self-development; career planning. Implementation of the holistic model of managers‘ skills development process showed that this attitude has positive impact on the results of this process. In order to survive in constantly changing society, people must learn a lot on their own; most often it is related to competence training seminars, re-qualification training, maintenance of professional competence level, development of personal and professional skills.

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Improving the Development of Managers’ Personal and Professional Skills

Emphasizing the internal stakeholders’ importance in the processes of place branding is increasingly gaining popularity among theoreticians and practitioners, however the unique understanding of the concept of internal place branding is still absent. This paper aims to provide an initial conceptual framework and to contribute in amplifying the knowledge of the concept.

Povilas Zakarevičius

Papers

Improving the Development of Managers’ Personal and Professional Skills

An initial framework for understanding the concept of internal place branding

Organizacijos kultūra kaip pokyčių priežastis ir pasekmė

A Comparative study of managers' career factors in selected EU countries

Pokyčių organizacijose kliūtys ir jų priežastys