In this paper, it is aimed to contrast Corporate Social Responsibility with Social Business as defined by Prof. Muhammad Yunus. In accordance to that aim, primarily background of the corporate social responsibility (CSR) and social business will be described. Then, the main arguments in regard to both subjects will be emphasized. Subsequently, the main differences between CSR and social business will be identified.
Abstract-"Management" as a science, emerged late in the 19 th century, gained respect and peaked in academic world to the end of 20 th century. Now, it is a fundamental school of concept for all kind of works no matter of its orientation either as business or engineering. In this paper, it is aimed to emphasize popular managerial concepts and buzzwords with ancient people sayings from Egypt, Babylonia, China, and Greece. Accordingly, organization and departmentalization, and human resources management in Ancient Egypt, Hammurabi's codes and its reflections to bureaucracy in Ancient Babylonia, organizational strategy and ethics in Ancient China, and division of labor, human resources management and leadership in Ancient Greece are explored.Index Terms-Management, ancient world, organizational strategy.
Bu araştırmanın amacı, farklı yaş grupları için işletme eğitimine ve yöneticiliğe yönelik algının farklı olup olmadığını ve hangi açılardan farklı olduğunu tespit etmektir.Tasarım/Yöntem: Uygulamalı ve tasarım modeli nedensel bir bağlam içeren bir çalışma yapılmıştır. Çalışmaya katılan bireyler basit tesadüfi örneklem ile seçilmiş ve e-posta yoluyla anketler ulaştırılmış ve geri dönüş yapılan anket sayısı 399 olmuştur.Sonuçlar: Çalışmanın sonucunda, farklı yaş grupları altındaki bireylerin işletme ve işletme eğitimini algılaması açısından; mesleğin sağladığı statü, mesleğin gereklilikleri ve mesleğin sağladığı fırsatlar açısından farklılıkları olduğu görülmüştür.Özgün Değer: Bu çalışmanın, üniversitelerin işletme bölümlerine giderek azalan ilginin nedenini anlamaya yönelik bir çalışma olması ile ilgili yazına katkı sağlayacağı düşünülmektedir.
The digital world is an indispensable reality of the new century. While technical aspects for transformation are heavily evaluated, the readiness of human resources for digital transformation is not handled as a basic change management principle. This study aims to enrich the literature by determining the perception of the readiness for a digital change of individuals. The purpose of the study is to investigate the factors that have a direct association with the readiness of the workforce during the digitalization process. The vast majority of the digital integration efforts are aimed at increasing digital maturity levels. However, in order to ensure human resources' participation in a digital transformation, it will be useful to measure their perception of readiness for digitalization and develop strategies that will enable participation. Therefore, this research will be a guide in the journey of digital change management of the workforce. Structural Equation modelling has been used to analyse the data. The research sample consisted of 460 participants that implement a digital restructuring process in companies. The results of the research evaluated, indicate that an individual's readiness for digital transformation is related to their perceived self-efficacy, need for change, management support and the benefit for the organization, and they are all like wheels in a machine wheels working for a successful digital transformation of workforce.
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