Chapters authored
Management of Human Resource in Small and Medium-Sized Enterprises: Case Study
Strategic management is a current direction of management types. It is applied in all types of businesses, including small and medium-sized enterprises. However, the use of its principles is limited in SMEs. The limits are caused by the size of these enterprises related to greater focus on operational management. For SMEs, cumulating of functions is also typical; oral communication is more common than written, etc. Despite those limitations, implementation of strategic principles in the management of SMEs is able to increase their competitiveness, reduce costs, improve decision-making, facilitate the introduction of employee motivation, shorten delivery times, provide better customer care, etc. The paper discusses whether and to what extent SMEs implement the principles of strategic management and whether its use is effective. The basic principle of strategic management is the formulation and selection of a strategy. Most of the SMEs in the sample formulated a strategy. However, a written strategy was designed mostly by enterprises with more than 25 employees; enterprises with fewer employees designed a written strategy only exceptionally. Classified by the type of activity, a strategy is seen less frequently in wood-work enterprises. On the other hand, enterprises operating in trade and services, including transport, designed a strategy, or even a written strategy, the most often. Quality and stabilisation were the most monitored characteristics, regardless of the number of employees or business type. Profit was the least monitored strategy in the sample. Positive effects after the introduction of strategic management principles were rated as significant by 27% of the subjects analysed and by 36% as moderate, and 38% of enterprises had no positive effects. The most striking positive effect, after the introduction of strategic management principles, was achieved by 44% in decision-making and costs. The smallest number of enterprises, only 8%, had a positive effect of the introduction of strategic management principles in the area of internal communication. The results show that the introduction of strategic management has a positive impact on small and medium enterprises, and it is highly desirable that its principles were introduced into these entities.
Part of the book: Entrepreneurship
Impacts of Mobbing and Bossing in Human Resource Management
Nowadays, every organisation is looking for new approaches and ways that lead to the optimal usage of workforce and potential of workers which in turn leads to improved status of the business subject within the competitive environment. A still unappreciated element in business management is the level of relationship between the managers and employees and among the employees themselves. Good social relationships, open in-house climate and quality communication significantly influence the behaviour of employees and their performance, contribute to participation of employees in fulfilling the organisation’s goals and by that increasing the performance of the workers and the organisation as a whole. This sphere of social relationships, in-house climate and quality of communication is a stabilizing or unstabilizing element in businesses. In and unsatisfactory and stressful environment, undesirable fluctuations in the employees’ performance occur. Harmful practices (bullying), which prevent the optimal usage of the workforce, lead to the creation of an unfriendly and disfunctional Environment, breakup of teams, they lower the creativity of the employees and encourage bad attendance and fluctuations. A decline in morale of the whole company occurs and the performance, quality of work and productivity of workers also decreases. In spite of the aforementioned reasons why we should fight against these harmful practices which show signs of bullying, more than 40% of Czech employees between 2007 and 2011 have experienced some form of bullying.
Part of the book: Beyond Human Resources