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Innovations in resources management of enterprises

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Autor: Anna Skowronek-Mielczarek
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Innovations in resources management of enterprises
Innovations in resources management of enterprises

The focal point of the following study was to present the innovative approach to resource management of contemporary enterprises. Efficient and effective use of resources, as the competition and the company is developing, requires their rapid accumulation, skillful concentration, pooling, coordinating, and comprehensive use.

This approach regarding resource management generally follows the need for continuous improvement, thereby focusing on innovative aspects of the use of resources, management of these resources in an efficient manner, and developing them into a specific configuration that will provide an opportunity for development.

This study constitutes a synthesis of the research concerning evaluation of resources management processes in enterprises and barriers that exist in this regard in Polish business practice. The study also presents analyses of utilizing innovative solutions in material, financial, human, knowledge and information management resources. Therefore, this study can be of wide use for readers who are interested in the area of enterprise management and effectiveness improvement.

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The efficiency and the development of modern enterprise management is determined by many factors outside as well as inside the organization. The aim of this empirical research is to evaluate the enterprise resource management processes and their relationship with enterprise development. The starting point of the research is the assumption of considering the company as a bundle of resources and skills, the use of which may have a positive impact on its development, and to obtain a competitive advantage with a higher efficiency than the competition. Skillful, efficient and effective, but also innovative, resources management prepares the company to operate in very different, constantly changing environmental conditions.

Resources are regarded as what the company owns or controls. They are vital to the business, they command a price, but many of them are difficult to buy and sell in the market. Company resources should be understood as everything that is necessary to achieve the objectives of the company. The ability to manage resources, as well as their improvement and implementation within the framework of innovation, permits the company not only to survive difficult economic situations created under the pressure of the operating environment, but also to achieve satisfactory results. The skills are the processes occurring within the company, associated with the use of resources related to the core business, which the company knows how to use best for its development. Resources and skills are converted into core competencies that enable more efficient and faster processes than the competition, and to create product and service offers that will be difficult to imitate, which will contribute to the growth and development of the company.

Typically, enterprise resources are divided into tangible and intangible ones. Material resources are increasingly considered at the present time as less important from the point of view of the enterprise. These are tangible goods owned by the company - real estate, land, equipment, machinery, materials, semi-finished products, capital and cash. The importance of these resources is still significant. They are the base, which is often the deciding factor in the decisions of a specific company. Intangible resources play a leading role in building the value of the company and its development. They reflect the company's reputation, its product recognition in the market, employee knowledge, organizational culture, internal and external links (relationships), as well as databases, contracts, intellectual property.

In the following study, a more extensive distribution of resources is assumed, considering the financial, human, information, knowledge, and relational resources. On one hand the proposed breakdown considers resources from a tangible, measurable character, on the other hand it includes types which can not easily be quantified, but their role in modern business management has rapidly increased.

Efficient and effective use of resources, as the competition and the company is developing, requires their rapid accumulation, skillful concentration, pooling, coordinating, and comprehensive use. This approach regarding resource management generally follows the need for continuous improvement, thereby focusing on innovative aspects of the use of resources, management of these resources in an efficient manner, and developing them into a specific configuration that will provide an opportunity for development.

Completed studies have been concentrated, among others, on:

- Analysis of the factors affecting the state of resources in the company (external factors and internal)

- Analysis of the types and structure of the company resources,

- Analysis of the relationship between enterprise resources and its development

- Assessing ways of organizing and managing different types of resources,

- Assessing the implementation of innovative solutions to improve the effectiveness and efficiency of the utilization of chosen resources,

- Assessing the prospects for changes in the effectiveness and efficiency of resource utilization,

- Analysis of the opportunities and barriers faced by the company to improve the efficiency of resource management.

To conclude, it is interesting to analyze and evaluate the changes that occur in the use of resources in the company's operations in Polish business practices. It was also important to recognize what tools and resource management instruments can be used in the company. Similarly, an important research question is to analyze the innovations in terms of acquisition and resources used in the companies concerned. Much attention is also devoted to issues concerning the methods of measurement and evaluation of the effectiveness use of certain resources, and also establishing relations that exist between this efficiency and the development of the company.

Empirical studies comprised 200 deliberately targeted companies belonging to medium and large businesses, because of their larger size and the necessity to possess required resources and the potential implementation of modern management tools. The research was conducted by direct interview questionnaire (PAPI - paper and pencil interview) with the managers of the enterprises, using an interview questionnaire containing 33 research questions. Respondents were classified according to the following criteria: the length of presence in the market, forms of ownership, the founding capital, range of operation, sector of activity, number of employees, and the turnover achieved in 2012. In this way, it was possible to increase the likelihood of accurately exploring responses and analyzing them on many levels. A detailed breakdown of researched entities is presented in the table below.

(...)

The vast majority of surveyed companies (181 companies) have operated for more than eight years. This distribution makes the information obtained from the respondents seem to have a high educational value. Given their maturity and knowledge of the market in which they operate, it can be assumed that the pro-innovation activities arise from their assumed strategy, meet the needs of businesses and include external conditions. More than half of the surveyed sample are limited liability companies. Other specified forms of ownership were represented on a small scale. The dominant role in the sample is presented by companies with Polish capital (166 companies) that complement the 34 companies with foreign capital.

A similar situation takes place according to the criterion of the number of employees. The 166 medium-sized enterprises, that is, employing from 50 to 249 people, complement 34 large companies, employing more than 250 people. The research sample was also chosen in such a way that - if possible - keeps the balance between companies from different sectors. The idea was to obtain a representative and comparable group of companies active in production, trade and services. A similar distribution of companies can be observed with regard to the criteria range and volume of turnover generated in 2012. National companies and entities that generate sales of between 50 and 100 m PLN have the largest representation in the sample.

The results obtained in the course of the research seem to support the statement that the companies operating in the Polish economy are increasingly using modern tools of management. Implementation of innovation in this area as confirmed by managers brings tangible economic effects, fosters development of the enterprise, and maintains a good competitive position. Therefore, it is worthwhile to take a look at the detailed results of the research presented in the following chapters of this monograph.

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Introduction

 

Chapter I

The development of the company and its resources - interconnections and relationships (Anna Skowronek-Mielczarek)

 

Chapter II

Property resources - rules and tools of managing in the company (Zdzisław Leszczyński)

 

Chapter III

Financial Resources - acquisition and management tools in companies (Anna Skowronek-Mielczarek)

 

Chapter IV

Human resources - the objectives and management instruments in the company (Barbara Bojewska)

 

Chapter V

Informational resources and knowledge management as growth conditions for enterprises. Analysis (Katarzyna Bachnik)

 

Chapter VI

Relational resources in the company development - a report of empirical research (Marta Ziółkowska)

 

Opis

Wydanie: 1
Rok wydania: 2013
Wydawnictwo: Oficyna Wydawnicza
Oprawa: miękka
Format: B5
Liczba stron: 166

The focal point of the following study was to present the innovative approach to resource management of contemporary enterprises. Efficient and effective use of resources, as the competition and the company is developing, requires their rapid accumulation, skillful concentration, pooling, coordinating, and comprehensive use.

This approach regarding resource management generally follows the need for continuous improvement, thereby focusing on innovative aspects of the use of resources, management of these resources in an efficient manner, and developing them into a specific configuration that will provide an opportunity for development.

This study constitutes a synthesis of the research concerning evaluation of resources management processes in enterprises and barriers that exist in this regard in Polish business practice. The study also presents analyses of utilizing innovative solutions in material, financial, human, knowledge and information management resources. Therefore, this study can be of wide use for readers who are interested in the area of enterprise management and effectiveness improvement.

Wstęp

The efficiency and the development of modern enterprise management is determined by many factors outside as well as inside the organization. The aim of this empirical research is to evaluate the enterprise resource management processes and their relationship with enterprise development. The starting point of the research is the assumption of considering the company as a bundle of resources and skills, the use of which may have a positive impact on its development, and to obtain a competitive advantage with a higher efficiency than the competition. Skillful, efficient and effective, but also innovative, resources management prepares the company to operate in very different, constantly changing environmental conditions.

Resources are regarded as what the company owns or controls. They are vital to the business, they command a price, but many of them are difficult to buy and sell in the market. Company resources should be understood as everything that is necessary to achieve the objectives of the company. The ability to manage resources, as well as their improvement and implementation within the framework of innovation, permits the company not only to survive difficult economic situations created under the pressure of the operating environment, but also to achieve satisfactory results. The skills are the processes occurring within the company, associated with the use of resources related to the core business, which the company knows how to use best for its development. Resources and skills are converted into core competencies that enable more efficient and faster processes than the competition, and to create product and service offers that will be difficult to imitate, which will contribute to the growth and development of the company.

Typically, enterprise resources are divided into tangible and intangible ones. Material resources are increasingly considered at the present time as less important from the point of view of the enterprise. These are tangible goods owned by the company - real estate, land, equipment, machinery, materials, semi-finished products, capital and cash. The importance of these resources is still significant. They are the base, which is often the deciding factor in the decisions of a specific company. Intangible resources play a leading role in building the value of the company and its development. They reflect the company's reputation, its product recognition in the market, employee knowledge, organizational culture, internal and external links (relationships), as well as databases, contracts, intellectual property.

In the following study, a more extensive distribution of resources is assumed, considering the financial, human, information, knowledge, and relational resources. On one hand the proposed breakdown considers resources from a tangible, measurable character, on the other hand it includes types which can not easily be quantified, but their role in modern business management has rapidly increased.

Efficient and effective use of resources, as the competition and the company is developing, requires their rapid accumulation, skillful concentration, pooling, coordinating, and comprehensive use. This approach regarding resource management generally follows the need for continuous improvement, thereby focusing on innovative aspects of the use of resources, management of these resources in an efficient manner, and developing them into a specific configuration that will provide an opportunity for development.

Completed studies have been concentrated, among others, on:

- Analysis of the factors affecting the state of resources in the company (external factors and internal)

- Analysis of the types and structure of the company resources,

- Analysis of the relationship between enterprise resources and its development

- Assessing ways of organizing and managing different types of resources,

- Assessing the implementation of innovative solutions to improve the effectiveness and efficiency of the utilization of chosen resources,

- Assessing the prospects for changes in the effectiveness and efficiency of resource utilization,

- Analysis of the opportunities and barriers faced by the company to improve the efficiency of resource management.

To conclude, it is interesting to analyze and evaluate the changes that occur in the use of resources in the company's operations in Polish business practices. It was also important to recognize what tools and resource management instruments can be used in the company. Similarly, an important research question is to analyze the innovations in terms of acquisition and resources used in the companies concerned. Much attention is also devoted to issues concerning the methods of measurement and evaluation of the effectiveness use of certain resources, and also establishing relations that exist between this efficiency and the development of the company.

Empirical studies comprised 200 deliberately targeted companies belonging to medium and large businesses, because of their larger size and the necessity to possess required resources and the potential implementation of modern management tools. The research was conducted by direct interview questionnaire (PAPI - paper and pencil interview) with the managers of the enterprises, using an interview questionnaire containing 33 research questions. Respondents were classified according to the following criteria: the length of presence in the market, forms of ownership, the founding capital, range of operation, sector of activity, number of employees, and the turnover achieved in 2012. In this way, it was possible to increase the likelihood of accurately exploring responses and analyzing them on many levels. A detailed breakdown of researched entities is presented in the table below.

(...)

The vast majority of surveyed companies (181 companies) have operated for more than eight years. This distribution makes the information obtained from the respondents seem to have a high educational value. Given their maturity and knowledge of the market in which they operate, it can be assumed that the pro-innovation activities arise from their assumed strategy, meet the needs of businesses and include external conditions. More than half of the surveyed sample are limited liability companies. Other specified forms of ownership were represented on a small scale. The dominant role in the sample is presented by companies with Polish capital (166 companies) that complement the 34 companies with foreign capital.

A similar situation takes place according to the criterion of the number of employees. The 166 medium-sized enterprises, that is, employing from 50 to 249 people, complement 34 large companies, employing more than 250 people. The research sample was also chosen in such a way that - if possible - keeps the balance between companies from different sectors. The idea was to obtain a representative and comparable group of companies active in production, trade and services. A similar distribution of companies can be observed with regard to the criteria range and volume of turnover generated in 2012. National companies and entities that generate sales of between 50 and 100 m PLN have the largest representation in the sample.

The results obtained in the course of the research seem to support the statement that the companies operating in the Polish economy are increasingly using modern tools of management. Implementation of innovation in this area as confirmed by managers brings tangible economic effects, fosters development of the enterprise, and maintains a good competitive position. Therefore, it is worthwhile to take a look at the detailed results of the research presented in the following chapters of this monograph.

Spis treści

Introduction

 

Chapter I

The development of the company and its resources - interconnections and relationships (Anna Skowronek-Mielczarek)

 

Chapter II

Property resources - rules and tools of managing in the company (Zdzisław Leszczyński)

 

Chapter III

Financial Resources - acquisition and management tools in companies (Anna Skowronek-Mielczarek)

 

Chapter IV

Human resources - the objectives and management instruments in the company (Barbara Bojewska)

 

Chapter V

Informational resources and knowledge management as growth conditions for enterprises. Analysis (Katarzyna Bachnik)

 

Chapter VI

Relational resources in the company development - a report of empirical research (Marta Ziółkowska)

 

Opinie

Twoja ocena:
Wydanie: 1
Rok wydania: 2013
Wydawnictwo: Oficyna Wydawnicza
Oprawa: miękka
Format: B5
Liczba stron: 166

The focal point of the following study was to present the innovative approach to resource management of contemporary enterprises. Efficient and effective use of resources, as the competition and the company is developing, requires their rapid accumulation, skillful concentration, pooling, coordinating, and comprehensive use.

This approach regarding resource management generally follows the need for continuous improvement, thereby focusing on innovative aspects of the use of resources, management of these resources in an efficient manner, and developing them into a specific configuration that will provide an opportunity for development.

This study constitutes a synthesis of the research concerning evaluation of resources management processes in enterprises and barriers that exist in this regard in Polish business practice. The study also presents analyses of utilizing innovative solutions in material, financial, human, knowledge and information management resources. Therefore, this study can be of wide use for readers who are interested in the area of enterprise management and effectiveness improvement.

The efficiency and the development of modern enterprise management is determined by many factors outside as well as inside the organization. The aim of this empirical research is to evaluate the enterprise resource management processes and their relationship with enterprise development. The starting point of the research is the assumption of considering the company as a bundle of resources and skills, the use of which may have a positive impact on its development, and to obtain a competitive advantage with a higher efficiency than the competition. Skillful, efficient and effective, but also innovative, resources management prepares the company to operate in very different, constantly changing environmental conditions.

Resources are regarded as what the company owns or controls. They are vital to the business, they command a price, but many of them are difficult to buy and sell in the market. Company resources should be understood as everything that is necessary to achieve the objectives of the company. The ability to manage resources, as well as their improvement and implementation within the framework of innovation, permits the company not only to survive difficult economic situations created under the pressure of the operating environment, but also to achieve satisfactory results. The skills are the processes occurring within the company, associated with the use of resources related to the core business, which the company knows how to use best for its development. Resources and skills are converted into core competencies that enable more efficient and faster processes than the competition, and to create product and service offers that will be difficult to imitate, which will contribute to the growth and development of the company.

Typically, enterprise resources are divided into tangible and intangible ones. Material resources are increasingly considered at the present time as less important from the point of view of the enterprise. These are tangible goods owned by the company - real estate, land, equipment, machinery, materials, semi-finished products, capital and cash. The importance of these resources is still significant. They are the base, which is often the deciding factor in the decisions of a specific company. Intangible resources play a leading role in building the value of the company and its development. They reflect the company's reputation, its product recognition in the market, employee knowledge, organizational culture, internal and external links (relationships), as well as databases, contracts, intellectual property.

In the following study, a more extensive distribution of resources is assumed, considering the financial, human, information, knowledge, and relational resources. On one hand the proposed breakdown considers resources from a tangible, measurable character, on the other hand it includes types which can not easily be quantified, but their role in modern business management has rapidly increased.

Efficient and effective use of resources, as the competition and the company is developing, requires their rapid accumulation, skillful concentration, pooling, coordinating, and comprehensive use. This approach regarding resource management generally follows the need for continuous improvement, thereby focusing on innovative aspects of the use of resources, management of these resources in an efficient manner, and developing them into a specific configuration that will provide an opportunity for development.

Completed studies have been concentrated, among others, on:

- Analysis of the factors affecting the state of resources in the company (external factors and internal)

- Analysis of the types and structure of the company resources,

- Analysis of the relationship between enterprise resources and its development

- Assessing ways of organizing and managing different types of resources,

- Assessing the implementation of innovative solutions to improve the effectiveness and efficiency of the utilization of chosen resources,

- Assessing the prospects for changes in the effectiveness and efficiency of resource utilization,

- Analysis of the opportunities and barriers faced by the company to improve the efficiency of resource management.

To conclude, it is interesting to analyze and evaluate the changes that occur in the use of resources in the company's operations in Polish business practices. It was also important to recognize what tools and resource management instruments can be used in the company. Similarly, an important research question is to analyze the innovations in terms of acquisition and resources used in the companies concerned. Much attention is also devoted to issues concerning the methods of measurement and evaluation of the effectiveness use of certain resources, and also establishing relations that exist between this efficiency and the development of the company.

Empirical studies comprised 200 deliberately targeted companies belonging to medium and large businesses, because of their larger size and the necessity to possess required resources and the potential implementation of modern management tools. The research was conducted by direct interview questionnaire (PAPI - paper and pencil interview) with the managers of the enterprises, using an interview questionnaire containing 33 research questions. Respondents were classified according to the following criteria: the length of presence in the market, forms of ownership, the founding capital, range of operation, sector of activity, number of employees, and the turnover achieved in 2012. In this way, it was possible to increase the likelihood of accurately exploring responses and analyzing them on many levels. A detailed breakdown of researched entities is presented in the table below.

(...)

The vast majority of surveyed companies (181 companies) have operated for more than eight years. This distribution makes the information obtained from the respondents seem to have a high educational value. Given their maturity and knowledge of the market in which they operate, it can be assumed that the pro-innovation activities arise from their assumed strategy, meet the needs of businesses and include external conditions. More than half of the surveyed sample are limited liability companies. Other specified forms of ownership were represented on a small scale. The dominant role in the sample is presented by companies with Polish capital (166 companies) that complement the 34 companies with foreign capital.

A similar situation takes place according to the criterion of the number of employees. The 166 medium-sized enterprises, that is, employing from 50 to 249 people, complement 34 large companies, employing more than 250 people. The research sample was also chosen in such a way that - if possible - keeps the balance between companies from different sectors. The idea was to obtain a representative and comparable group of companies active in production, trade and services. A similar distribution of companies can be observed with regard to the criteria range and volume of turnover generated in 2012. National companies and entities that generate sales of between 50 and 100 m PLN have the largest representation in the sample.

The results obtained in the course of the research seem to support the statement that the companies operating in the Polish economy are increasingly using modern tools of management. Implementation of innovation in this area as confirmed by managers brings tangible economic effects, fosters development of the enterprise, and maintains a good competitive position. Therefore, it is worthwhile to take a look at the detailed results of the research presented in the following chapters of this monograph.

Introduction

 

Chapter I

The development of the company and its resources - interconnections and relationships (Anna Skowronek-Mielczarek)

 

Chapter II

Property resources - rules and tools of managing in the company (Zdzisław Leszczyński)

 

Chapter III

Financial Resources - acquisition and management tools in companies (Anna Skowronek-Mielczarek)

 

Chapter IV

Human resources - the objectives and management instruments in the company (Barbara Bojewska)

 

Chapter V

Informational resources and knowledge management as growth conditions for enterprises. Analysis (Katarzyna Bachnik)

 

Chapter VI

Relational resources in the company development - a report of empirical research (Marta Ziółkowska)

 

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