Despite the abundance of published material on conducting focus groups, scant specific information exists on how to analyze focus group data in social science research. Thus, the authors provide a new qualitative framework for collecting and analyzing focus group data. First, they identify types of data that can be collected during focus groups. Second, they identify the qualitative data analysis techniques best suited for analyzing these data. Third, they introduce what they term as a micro-interlocutor analysis, wherein meticulous information about which participant responds to each question, the order in which each participant responds, response characteristics, the nonverbal communication used, and the like is collected, analyzed, and interpreted. They conceptualize how conversation analysis offers great potential for analyzing focus group data. They believe that their framework goes far beyond analyzing only the verbal communication of focus group participants, thereby increasing the rigor of focus group analyses in social science research.
Purpose – The purpose of this paper is to determine whether there is a relationship among leadership, action, social, and personal competencies of managers in modern organizational structure types and whether a relationship exists between a company's organizational structure and performance. Design/methodology/approach – A questionnaire was carried out among top managers in Slovene mid- and large-sized companies. The relationship among managerial competencies, the choice of organizational structure type and the company effectiveness were measured with a value-added approach. The method of structural models was used for establishing the affect among individual variables. Findings – The results support the hypothesized effect of managerial competencies on a company's organizational structure type. The effect of a modern, horizontal organizational structure on a company's performance and growth on the market facilitates the achievement of higher value added as well as has a direct impact of managerial competencies on a company's performance. Research limitations/implications – The study was limited to mid- and large-sized companies in Slovenia. Only top managers were included in the study as they are the ones that are responsible and have the largest influence in creating a company's organizational structure. Practical implications – The paper includes implications to those organizations in the process of restructuring and for those companies that are prepared to modify traditional principles of management participation. Originality/value – To the authors knowledge no research studies were found that examined the affect and relation of top management competencies with respect to different organizational structures.
Background: Automation of production processes is not just a simple replacement of a person in production, but it should lead to the success of an organization and contribute to the sustainable development of society and the natural environment. The aim of our study was to find out whether the level of automation of production processes affects the proportion of night work hours of production workers and whether employers are willing to automate production processes to achieve a lower number of night work hours. Methods: We used a quantitative approach to collect primary data through the survey method. The questionnaire was completed by 502 large and medium-sized manufacturing companies in Slovenia. Results: We found no statistically significant correlation between the level of automation of production processes and the percentage of night work hours of production workers. We also found that the reduction of the proportion of night work does not appear to be the main motivator for the introduction of automation of production processes. Conclusions: Based on the results, we rejected the assumption that automation of production processes has a direct impact on the proportion of night work. Moreover, our study will benefit all those who are concerned with the automation of production processes and night work.
Background: Integrating Industry 4.0 technologies in organizations affects employees’ workplaces and working conditions. Works Council members play an essential role in this because as intermediaries of information between employees and management, they increase mutual trust and help introduce changes in the work environment. This article discusses the Works Council members’ autopoietic endowments that are necessary for their proactive activity, which we discuss as building blocks for creating constructive relationships with management and quality energy in an organization. As such, we were interested in examining whether the autopoietic endowments of Works Council members influenced the type of relationship with the Works Council and management, and whether this relationship affected Works Council members’ organizational energy. Methods: A questionnaire was developed, piloted and distributed to Works Council Members, and 220 completed questionnaires were returned. Results: We found that the higher the level of self-awareness, the better the relationship between Works Council members and management. Moreover, poor energy represented poor relationships, and poor relationships signified a higher degree of resigned inertia and corrosive energy. Conclusions: Our research provides managements with insights into the relationship between employees and management, and the quality of their organizational energy.
Background and Purpose: The study investigated the impact of intergenerational differences on knowledge transfer among engineers in large Slovenian production organizations. Method: Using the Delphi method, experts answered open-ended questions. The process concluded with a consensus reached in the third round. The resulting questionnaire was then administered to engineers of all ages working in large production organizations. Results: The experts’ responses indicated that intergenerational differences are most prominent in the workplace in terms of computer literacy and the use of information and communications technology. Effective employee engagement, including exemplary leadership, a system of mentoring and reverse mentoring, and a supportive organizational culture, was found to enhance the flow of knowledge transfer. Statistical analysis revealed that there are statistically significance intergenerational differences in knowledge transfer among engineers in large production organizations (p < 0.001). Conclusion: The study’s findings suggest that recognizing intergenerational differences and fostering the abilities of employees can contribute to organizational success. However, the study is limited to engineers in large production organizations in Slovenia. Future research should explore organizations in a wider geographical area and across different sectors.
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