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Increasing complexity as a challenge for contemporary organizations / Narastająca złożoność jako wyzwanie dla współczesnych organizacji

100%
Osbert-Pociecha G.
Management
|
2013
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vol. 17
|
issue 1
7-18
EN
In the article, which is literature review highlighted the phenomenon of increasing of complexity in organization. It was presented the prerequisites and implications of the rising complexity. There was indicated also of need for action to reduce the complexity (of both the strategic and operational dimensions of the organization). The most important conclusions are following: - the essence of complexity comes down to a multitude of elements that influence each other, increasing their interdependence and their diversity, - performance of an organization the conditions necessarily leads to an increase in the complexity, - striving for simplicity, not allowing the uncontrolled rise of complexity becomes a major imperative for the management of contemporary organization.
2
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Twórcza destrukcja jako uwarunkowanie konkurencyjności przedsiębiorstwa

100%
Osbert-Pociecha G.
Gospodarka Narodowa. The Polish Journal of Economics
|
2004
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vol. 193
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issue 7-8
66-73
EN
The latest studies of determinants of companies’ market success indicate that processes of "getting disaccustomed", processes of creative destruction are the key factors of success, which allow to remain competitive. These studies also confirm that capital markets can cope much better with implementation of creative destruction processes than is the case with enterprises, being an alternative way of allocation of resources. Hence, in order to fulfil the objective of being competitive, enterprises must show not only innovativeness but also have to learn how to rationally carry out creative destruction processes, i.e. how to find an optimum moment for destruction, how to determine its scope (actual or transformational destruction), and how to choose entities implementing these processes.
3
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Zmiany upraszczające w organizacji – wyniki badań sondażowych

100%
Osbert-Pociecha G.
Nauki o Zarządzaniu
|
2013
|
issue 4(17)
95-108
EN
This article highlights the need to reduce the complexity of present-day organization. Assuming that simplifying is a new imperative of management, this article based on research results presents a typology of simplifying changes which may be used in the process of rational limitation of organization complexity.
4
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Zdolność organizacji do zmian – dlaczego zmiany wymagają podejścia procesowego i/lub projektowego

100%
Osbert-Pociecha G.
Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu
|
2017
|
issue 463
87-96
PL
Celem niniejszego artykułu jest próba zidentyfikowania relacji pomiędzy poszczególnymi dyscyplinami nauk o zarządzaniu (zarządzanie zmianami, zarządzanie procesowe, zarządzanie projektami) oraz odniesienia się do kwestii ich integracji. Wydaje się to istotnym problemem w kontekście nieuchronności dokonywania (w relatywnie szybkim tempie) zmian w organizacji, narastania złożoności działań organizacji przy jednoczesnym spadku ich powtarzalności. Artykuł ma charakter przeglądowy (review article) – integruje i interpretuje dotychczasowy stan wiedzy w obszarze zarządzania zmianami, procesami, projektami, wskazując na potrzebę i możliwości integracji/symbiozy poszczególnych subdyscyplin zarządzania. Opracowany został głównie z wykorzystaniem krytycznej analizy literatury przedmiotu.
5
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Elastyczność przedsiębiorstwa jako konfiguracja elastyczności cząstkowych

51%
Osbert-Pociecha G., Moroz M., Lichtarski J. M.
Gospodarka Narodowa. The Polish Journal of Economics
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2008
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vol. 223
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issue 4
59-84
EN
The paper deals with the issue of enterprise elasticity. In economic theory, elasticity is the ability of an organization to identify and take advantage of available opportunities to minimize or reduce market threats. The elasticity of an organization is a desirable feature in a turbulent environment. The elasticity of a business enables it to optimally adapt itself to market conditions. This adaptation involves an optimal time frame and factors influencing the company’s capabilities. An enterprise’s elasticity can be looked at as a configuration of partial elasticities. The authors examine the relationship between the elasticity of an organization as a whole and the elasticity of its individual resources. The paper describes the results of research into selected aspects of elasticity in production, services, deliveries, sales, human and financial resources management, and organizational structures. To attain their goal, the authors carried out empirical studies among 34 businesses. The collected data allowed them to formulate conclusions about the decomposition of enterprise elasticity. As part of the study, the authors identified seven partial elasticities and ranked them on the basis of a statistical analysis.
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