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Issue 3 (2016)

Volume 2 Next

Publication date: 24.10.2016

Licence: None

Editorial team

Editor-in-Chief Piotr Jedynak

Issue content

Ewa Czyż-Gwiazda

Jagiellonian Journal of Management, Issue 3 (2016), Volume 2, pp. 181 - 191

https://doi.org/10.4467/2450114XJJM.16.013.5845
An organisation’s performance is determined by means of measures which, through their internal connections, constitute a system. Unfortunately, the measurement of achievements, including processes which create value streams, is frequently conducted fragmentarily, and not comprehensively.
The objective of this article is to analyse the following: (1) changes made in Poland’s health care system in the recent years in the context of the manner in which medical processes are organised in health care institutions, (2) the necessity of eliminating functional organisational barriers, and (3) the need to develop a multi-dimensional organisational performance measurement system. Additionally, the coverage of operating costs requires the knowledge of the value of health care services, which results from relevant cost calculations.
The article is based on the analysis of the domestic and international literature on the subject. It has been determined that the current methods of performance measurement used in health care institutions are insufficient, thus requiring reformulation and supplementation. Similarly, it is necessary to reduce barriers between medical departments in view of changes in stakeholders’ expectations, especially recipients of services in the areas of personalised or multidisciplinary medicine. This task is not easy, but it is feasible. There are great possibilities of applying solutions typical of business organisations in the area of cost calculation, although the specific character of health care institutions requires an individual approach in each particular case.
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Anna Dobrowolska, Justyna Ossowska

Jagiellonian Journal of Management, Issue 3 (2016), Volume 2, pp. 193 - 204

https://doi.org/10.4467/2450114XJJM.16.014.5846
The aim of this article is to present the methodology for assessing and improving the quality of service in a process approach, using the method of the process description and assessment typical of service organizations: Service Blueprinting and Walk Through Audit and demonstrating its practical application on the example of the service process of a real service organization – the customer service process in one of Wrocław’s restaurants.
The procedure and the advantages, and limitations of the methodology were demonstrated. Compared with other methods of assessing the quality of services, its advantages are related to the examination of the entire service process and quality assessment of each of its stages. The main disadvantages result from the limitations and drawbacks of surveys used in this methodology.
Practical application of the methodology of assessing the quality of service was shown on the example of the assessment process of customer service in the restaurant (located in the centre of Wrocław). A literature review of methods of assessing the quality of services and data collected among customers and employees of the analysed organizations was used.
It was found that it helps to identify the stages in the process of customer service in which the expectations of customers are not met and to determine the extent of improvement actions.
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Dariusz Kosiorek, Katarzyna Szczepańska

Jagiellonian Journal of Management, Issue 3 (2016), Volume 2, pp. 205 - 215

https://doi.org/10.4467/2450114XJJM.16.016.5848
The objective of this article is to present connections between organisational culture and human resource management (HRM), taking into account differences resulting from the existence of numerous typologies of such cultures. The article focuses on a wide range of organisational culture’s impact on diversified organisational variables remaining under the influence of adopted HRM solutions. Within the area of strategic HRM, the article deals with relationships between a type of organisational culture and a type of a personnel strategy effective in a given organisation. Examples of types of cultures supporting particular HRM strategies are provided. On the other hand, within the area of operational HRM, the authors pay attention to relationships between a type of organisational culture and practices adopted by an organisation within the scope of particular personnel functions. They show that the perspectives of both the strategic and operational approaches to human resource management can constitute a basis for analysing their connections with organisational culture. The article includes examples of the discussed relationships with respect to the motivational function carried out in organisations. The adopted objective has been achieved by means of an analysis and critical review of the literature on the subject as well as a logical analysis and structure.
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Wojciech Leoński

Jagiellonian Journal of Management, Issue 3 (2016), Volume 2, pp. 217 - 226

https://doi.org/10.4467/2450114XJJM.16.017.5849
Corporate Social Responsibility (CSR) is an increasingly popular management concept. It is worth noting that changes in the business environment, especially the rapid development of information and communication technologies and the emergence of social media, influence the development of this concept. In recent years, there appeared a new concept of corporate social responsibility – CSR 2.0. – which was suggested by Visser. This idea assumes, among other things, the use of social media in CSR practices. Unfortunately, few Polish companies are present in social media which seem to be an ideal instrument to communicate socially responsible activities.
The article analyses and evaluates CSR 2.0, and also shows basic differences between the classic and new approach to the strategy discussed. In order to prepare the article, the author conducted a critical analysis of Polish and foreign literature, reports and studies prepared by various institutions, the descriptive and comparative method.
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Anna Lipka

Jagiellonian Journal of Management, Issue 3 (2016), Volume 2, pp. 227 - 236

https://doi.org/10.4467/2450114XJJM.16.018.5850

This article’s subject matter combines the issues of human resource management, quality management, and value management. The issue of appraisal has been limited to the micro (management) level, although it can also relate to the macro (economic) level. It has been assumed that, as a fairly complex process, diagnosing the value of human resources in an organisation entails costs (also quality costs) if its objective is to achieve reliable and correct results. The goal of this article is to identify such costs, taking into consideration the process of selecting a human resource appraisal method, algorithms of applying particular selected methods, and applications of achieved results. The author has relied on both the classical and newer appraisal methods presented in the literature on this subject as well as the classification of quality costs proposed by Bank.

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Wojciech A. Nowak

Jagiellonian Journal of Management, Issue 3 (2016), Volume 2, pp. 237 - 248

https://doi.org/10.4467/2450114XJJM.16.019.5851

Organizations belong to the class of complex adaptive systems (CAS). The article presents system models (structural and functional) of an organization and connections with the environment, as well as identifies and characterizes its fundamental attributes of the system and the critical conditions for survival and development of natural, economic and social aspects. On such basis the author defined management and quality management of an organization and gave his interpretations in terms of key system attributes and critical conditions for survival and development. Due to non-variant key attributes and critical conditions considerations are significant for organizations of all types and sizes.

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Krzysztof Zymonik

Jagiellonian Journal of Management, Issue 3 (2016), Volume 2, pp. 249 - 258

https://doi.org/10.4467/2450114XJJM.16.020.5852
The aim of the article is to analyze and evaluate marketing innovations used in quality assurance as well as develop the model of differences and similarities between them. Innovations are understood in this case as generating new value for the customer. Strong market competition makes it necessary for companies to gain customers’ trust. For this reason, marketing innovations, including those relating to quality assurance, may take the form of a tool (instrument) of trust. However, they must be very attractive for the customer and stand out on the market.
The adopted research method is the qualitative analysis of foreign and Polish literature, including legal regulations. Prolonged, extended, door-to-door, and lifetime warranty was taken into account. The model of similarities and differences of innovative activities in quality assurance allowed for establishing that the warranties analysed do not significantly differ among one another. However, each one is a “step forward.”
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