Papers_Mentoring and Age Management by Małgorzata Baran
Journal of Business Research, 2021
A significant number of research projects have reconfirmed that mentoring is one of the key tools... more A significant number of research projects have reconfirmed that mentoring is one of the key tools for developing human capital. The aim of the study is to examine the mentoring process in companies in Poland in terms of the benefits obtained by its employees. The following research questions were asked: What kind of mentoring effects in the field of personal and professional development are obtained by mentored employees? (RQ1); Does participation in the mentoring process increase the mentees' probability of achieving promotion in the organisational hierarchy more efficiently and/or salary increases compared to those employees who have never participated in mentoring? (RQ2) The research was conducted in a group of 392 individuals. A wide array of mixed methodological tools was applied parallelly in order to increase the accuracy of the research, including the longitudinal study, the expected versus the actual perspective comparison and the mentored versus non-mentored individuals' perspective comparison.
Journal of Positive Management, 2014
Purpose: The aim of this paper is to characterize mutual mentoring as a tool of intergenerational... more Purpose: The aim of this paper is to characterize mutual mentoring as a tool of intergenerational
staff management in the enterprise and to examine the eff ects of the mutual mentoring in Polish
enterprises.
Methodology: The research was conducted using a survey on a sample of 250 business representatives
from all over Poland. The subjects were mainly CEOs or members of the management staff .
The criteria for selection of enterprises for this study were: enterprise size (small, medium, large
companies), the age structure of the staff . The aim of the study was to identify the process of mutual
mentoring in enterprises – whether it is present and what results or benefi ts it brings to enterprises
and their employees.
Findings: Almost 40% of the surveyed employers confi rm that in their fi rms knowledge is transferred
between employees: this occurs through teaching junior employees by the senior and more
experienced ones and there also occur inverse relations, i.e., junior employees share their knowledge
with the senior ones. This leads to formation of the added value both for the employees and the whole
business. Employers observe numerous benefi ts from the implementation of mutual mentoring in
their organisations. The main ones include: the acquisition and development of competences and
skills by employees, the improvement of work environment conducive to involvement of employees
in work and the increase of team motivation.
Implications: In the Polish literature on the subject the aspect of mutual mentoring in companies
has not yet been discussed. The conclusions of the presented analysis provide a basis for larger and
more detailed research and the development of practical recommendations for business managers.
Originality/value: The author has presented a unique theory of mutual mentoring as a tool of
intergenerational staff management in the enterprise. Mutual mentoring defi ned as modifi ed version
of traditional mentoring and involves the assumption that diff erent generations of employees become
each other’s mentors or teachers, thus ensuring mutual substantive and organisational support in the
workplace as well as natural transfer of knowledge and experience within the organisation. Author
presented original research results: eff ects of the mutual mentoring in Polish enterprises.
Journal of International Studies, 2014
The purpose of this paper is to present the concept of intergenerational cooperation which, in th... more The purpose of this paper is to present the concept of intergenerational cooperation which, in the face of current demographic changes, including the aging population, can provide support for modern business. The concept presented here emphasizes the need to develop intergenerational cooperation in order to keep improving company competitiveness through dispelling myths about the destructive influence that the youngest generation entering the labour market supposedly has on cooperation. The scientific literature on the subject provides many ambiguous definitions of competitiveness, which usually fail to determine the factors necessary to achieve it and, instead, often resort to making comparisons between companies. This vagueness comes from a diversity of approaches to defining the sources of competitive advantage. A review of literature and research conducted among business executives by the authors of this paper allow us to dispel the myths that often lead to discrimination against Generation Y members in the labour market. The study also outlines several areas in which generational diversity management may bring benefits, as well as its impact on building a competitive edge in the following fields: costs, resources, marketing, system organization, creation and communication. This enables to build core competencies in new areas, especially by focusing on the learning process, which results in the acquisition of new knowledge and skills by employees, improving existing skill and knowledge levels, as well as introducing the principle of knowledge management. As a result, better conditions for the development of resources and new ways of their configuration are provided which, in turn, serves as a basis for the creation and development of core competences in the company.
Economics & Sociology, 2014
This paper aims to present an analysis of employee competencies across different generations, pla... more This paper aims to present an analysis of employee competencies across different generations, placing emphasis on their attitudes towards the labour market and future perspective concerning work, as determining factors in creating competence models encompassing employee diversity management. A competence model is a set of competencies that stem from the company strategy and allows it to fulfil its goals in accordance with its values and an expected work style. It is one o f the basic tools o f human resource management, used in a wide variety of scenarios ranging from the recruitment of employees, shaping career paths, conducting training/development programmes and regular assessments, to designing motivational and pay schemes. The literature on the subject quotes many definitions of competencies, as well as examples of many contemporary competence models. Owing to their scope o f interests, the authors decided to analyse selected competence models with regard to the manner in which “competences” are defined and the differences between employee-oriented and job-oriented models. The authors used G. Filipowicz’s approach (who created a combined definition of competences embedded in a coherent model) to create a research tool used to scrutinize the skills and attitudes of individuals coming from three different generations. The research results allowed the authors to draw conclusions concerning the avenues o f designing competence management models o f diverse employees (i.e. in respect of age and knowledge) by creating a suitable work environment, including a pro-effective organizational culture and building employee commitment — which will make it possible to create a new work model, tailored to the needs of individual companies.
Marketing i Rynek, 2014
Pokolenie milenium (Y) funkcjonuje na rynku pracy od kilku lat. Wiele osób zwraca uwagę na trudno... more Pokolenie milenium (Y) funkcjonuje na rynku pracy od kilku lat. Wiele osób zwraca uwagę na trudności związane z zarządzaniem pracownikami młodego pokolenia, przez co pokolenie to doczekało się wielu stereotypów na swój temat. Aby odpowiedzieć na pytanie – czy pokolenie Y różni się od innych pokoleń w sposób istotny, przestudiowano dostępną literaturę, a następnie zdefiniowane charakterystyki poddano badaniu na grupie 850 osób w wieku od 20 do 59 lat. Celem artykułu jest weryfikacja stereotypów dotyczących odrębności pokolenia Y jako zasobu rynku pracy na tle innych pokoleń (pokolenia X oraz pokolenia baby-boomers). Wyniki przeprowadzonych badań pokazują, że przypuszczalne i zakładane „odrębności” pokolenia Y są dość niewielkie, zaś w szczególności te, które dotyczą postaw i wartości. Respondenci wskazali, że podstawowe zasady polityki HR (motywacja do pracy, równowaga życia prywatnego i zawodowego) są dostrzegane również przez przedstawicieli pokolenia Y.
Organizacja i Zarządzanie, 2013
In the era of an aging population and reducing the number of employees, companies are forced to s... more In the era of an aging population and reducing the number of employees, companies are forced to seek a new approach to human resource management. The approach which will allow them to maintain the knowledge and competence at the appropriate level in the company and at the same time use them in the most efficient and rational way. Intermentoring is one of the tools of human resource management, which allows the use of knowledge, skills and experience of employees of all ages, thus ensuring the effective transfer of knowledge between employees of different generations. Consciously deployed in an enterprise has an impact on the efficiency and labor productivity growth also contributing to the development of the company.
Papers_Project Management by Małgorzata Baran
Przedsiębiorczość i Zarządzanie, 2013
Project management in the multi-project environment is not a simple task, so it does not often br... more Project management in the multi-project environment is not a simple task, so it does not often bring the desired results. In the management of multiple projects at the same time a very important role is played by complex coordination of processes, ranging from the environmental analysis of the project (to take account of stakeholders) and optimal resource planning, as well as unified, systematic approach to quality management, project risk and financial management. The main purpose of this article is to provide a comprehensive approach to project management as a system solution. The authors have attempted to investigate the project orientation of the selected university and evaluate if it applies a comprehensive approach to project management.
Przedsiębiorczość i Zarządzanie, 2013
The every third university in Poland is using co-funding of Eu-ropean funds, however not every pr... more The every third university in Poland is using co-funding of Eu-ropean funds, however not every project carried out is ending with the success, with achieving established effects. From here a question about it also arises in what way projects are being carried out in the higher educa-tion sector and how should be carried out? Methods used for the project management which from one side are thrown seem to have a key im-portance through European Union, from the other side should be possibly best adapted for the kind of the project and environmental conditions, in which the project is being carried out in order to achieve success. This paper presents an analysis of types of EU projects in the field of higher education. The authors have attempted to assign specific projects to different management models, which in the most optimal way to meet the specifics and requirements of the projects. It is worthwhile paying attention to the large variability of surroundings, in which at present projects of universities are being carried out. In this con-text, the traditional management can be applied exclusively with reference to projects which aren't sensitive for changes in external factors. Other types of projects, as has been shown, require a more flexible approach. The use of project management approach adaptive management model that is agile or extreme, can meet the current challenges of organization, as well as give you the flexibility to adapt to external changes.
Przedsiębiorczość i Zarządzanie, 2013
Management of public administration institutions is a complex process, involving a wide range of ... more Management of public administration institutions is a complex process, involving a wide range of issues. Rising changeability and competitiveness of the environment causes necessity of improvement in all types of organizations, including public institutions. They have to implement innovative management methods and techniques to rise the efficiency of action. One of the solutions that can be used in public administration to achieve it is a task orientation. The main purpose of the article is to present features of a task oriented institution in case of local and regional government public administration. First of all it was described a Management by Objective process. Than the author presents how to project the organization system to implement a task orientations. This solution effects on the management process in strategic and operational level. In the article it is presented the first of mentioned areas. It is known, that there are many problems with efficiency of strategic management in public administrations. To solve some of this problems it is needed to implement some methods that change a management process. In the article they are described two of them: AHP (analytic hierarchy process) and benchmarking.
Przedsiębiorczość i Zarządzanie, 2013
Every third university in Poland applies to the European funds for various projects, therefore it... more Every third university in Poland applies to the European funds for various projects, therefore it was decided to devote the topic of this article to soft projects. Developmental projects in higher education create added value, usually run by project formula. Projects, both internal and external (often implemented in partnership), adopt procedures of project management and their main aim is to achieve a target. In knowledge-based economy, the interest of project success factors is still increasing. In that model, human factor is considered on the top position, similarly high expectations to managers. During the implementation UE projects, there are lots of specific and sometimes personal activities, therefore creating a list of success factors and its analysis, compared with project manager’s success seems to be essential. Based considerations are presented in this paper: the experience of the authors gained while working in teams managing EU projects in higher education (case study), the information gained from participant observation and direct interviews carried out in project teams.
Papers_Clusters and Innovations by Małgorzata Baran
Innowacje popytowe, czyli jak tworzy się współczesne innowacje, 2012
Management and Business Administration. Central Europe, 2013
Purpose: The purpose of this article is to characterize the process of knowledge management in bu... more Purpose: The purpose of this article is to characterize the process of knowledge management in business clusters in terms of the benefi ts for the cluster members. The paper examines which mechanisms within the clusters promote knowledge creation between companies and other institutions. Methodology: The literature review is based on databases of books and scientifi c articles, such as EBSCO, Else- vier, JSTOR, Springer, and the Oxford Library and Kingston University London Library. The analysis of the lite- rature is focused around the concepts of business clusters, knowledge management in organizations, knowledge management in clusters. Findings: The literature presented in this paper shows that network forms of organization such as clusters are conducive to inter-fi rm knowledge and skill development. Clusters as a type of network turn out to be a highly structured model of knowledge development, transfer and diffusion, produced by the interaction of social and economic relations within cluster institutions. Research implications: The article constitutes a combination of two theoretical aspects – knowledge manage- ment and business clusters. The theoretical conclusions of the literature review, mostly foreign literature, pro- vide a basis for research in that area. Practical implications: In the Polish literature on the subject the aspect of knowledge management in business clusters has not yet been discussed. The conclusions of the presented literature analysis provide a basis for research and the development of practical recommendations for cluster managers. Knowledge-based clusters can serve as an example for developing clusters in the world. They are often clustered around research centers, making it possible to improve the exchange of knowledge between the cluster members and also providing the opportunity to better connect the world of science and business. Originality: The author has presented a unique mix of theory, knowledge management and business clusters and has demonstrated that one of the benefi ts of business clusters is their ability to generate knowledge by combining existing information and data from internal databases of businesses within clusters with the infl ux of new infor- mation. Formal contacts between the employees of the cooperating institutions provide general knowledge and best practices based on collective knowledge. While informal contacts are important channels for the transfer of tacit knowledge, the so-called operational know-how.
Nowoczesne trendy w zarządzaniu, 2011
Na przestrzeni kilkunastu ostatnich lat obserwuje się działania głównie małych i średnich firm w ... more Na przestrzeni kilkunastu ostatnich lat obserwuje się działania głównie małych i średnich firm w kierunku tworzenia sieci kooperacyjnych i współdziałania w ramach klastrów. Mimo problemów wynikających z prowadzenia codziennej działalności gospodarczej wśród przedsiębiorstw rośnie świadomość konieczności planowania strategicznego, wymuszanego zaistniałymi zmianami rynkowymi. Clustering, budowanie sieci, stają się jednymi z narzędzi, dzięki którym przedsiębiorstwa, zwłaszcza małe i śred nie, mogą stać się bardziej konkurencyjne, innowacyjne oraz ekonomicznie stabilne. Współpraca pomiędzy firmami, instytucjami otoczenia biznesu a jednostkami naukowymi stwarza dogodne warunki do wypracowania i upowszechniania nowych rozwiązań technologicznych, produktowych, a także wymiany doświadczeń oraz lepszego wykorzystania zasobów posiadanych przez uczestników klastra.
Strategie zarządzania mikro i małymi przedsiębiorstwami. Mikrofirma 2010. Zeszyty Naukowe Nr 585, 2010
Clusters have been conceptualized as a concentration of companies that prosper on the basis of th... more Clusters have been conceptualized as a concentration of companies that prosper on the basis of their interaction and cooperation. The main purpose of this study is to discuss the impact of knowledge flow in clusters. This paper examines the extent of informal contacts between employees in firms and local university researchers in a cluster. Colleagues and partners provide each other with advice, they share their experience, they give solutions to problems, provided emerging the goodwill trust between firms in cluster. Universities are often found to be an important part in clusters. The universities are seen as a source of knowledge. The informal contacts indeed are an important source of knowledge in clusters. However, it is still little known about the value to the firm and the effects of these relationships on firm performance in clusters.
Zarządzanie i Marketing, 2010
W dobie globalizacji częste zmiany tynkowe wymuszają wśród uczestników rynku walkę o przetrwanie;... more W dobie globalizacji częste zmiany tynkowe wymuszają wśród uczestników rynku walkę o przetrwanie; przedsiębiorstwa coraz częściej zawierają partnerstwa i związki kooperacyjne. Celem artykułu jest zbadanie potrzeby współdziałania pomiędzy przedsiębiorstwami oraz określenie form i charakteru podejmowanej współpracy na przykładzie firm branży poligraficznej w województwie kujawsko-pomorskim. Analizie poddany został również poziom współpracy firm z otoczeniem (instytucjami sfery badawczo-rozwojowej, władzami regionalnymi, instytucjami otoczenia biznesu).
Współpraca w rozwoju współczesnych organizacji, 2009
Zarządzanie organizacjami w gospodarce opartej na wiedzy. Kluczowe relacje organizacji w gospodarce opartej na wiedzy, 2008
Celem referatu jest zaprezentowanie idei klastrów oraz wpływu takiej formy współpracy na innowacy... more Celem referatu jest zaprezentowanie idei klastrów oraz wpływu takiej formy współpracy na innowacyjność przedsiębiorstw występujących w klastrze.
Metody ewaluacji polityk wspierania klastrów ze środków strukturalnych, 2008
Przegląd Organizacji, 2007
Dylematy teorii ekonomii w rzeczywistości gospodarczej XXI wieku, 2007
Istnieje wiele form współpracy przedsiębiorstw, wśród których stosunkowo nową formę stanowi clust... more Istnieje wiele form współpracy przedsiębiorstw, wśród których stosunkowo nową formę stanowi clustering\ Obserwacje zjawisk zachodzących w gospodarkach, zwłaszcza krajów rozwiniętych pokazują, że „clusters" czyli grona, są niezwykle atrakcyjną formą kooperacji przedsiębiorstw. Koncepcja tworzenia gron postrzega, że gospodarka to nie tylko tworzące ją podmioty i instytucje, ale też efekty synergii, jakie powstają w wyniku ich wzajemnej współpracy. Celem referatu jest charakterystyka gron jako szczególnej formy organizacji przedsiębiorstw, która niesie określone korzyści uczestnikom grona. W pracy przedstawione zostaną następujące obszary tematyczne: polimorfizm definicji gron, typologia oraz charakterystyka tej formy współpracy przedsiębiorstw, a także zaprezentowane zostaną kluczowe czynniki sukcesu gron. Grona pojmowane są jako system wzajemnie powiązanych przedsiębiorstw i instytucji, który w całości stanowi coś więcej niż tylko sumę jego części. Są nowym sposobem pojmowania rozwoju gospodarczego, jak również myślenia o kreowaniu konkurencyjności gospodarki. Grona postrzegane obecnie jako fenomen współczesnej gospodarki wpływają na rozwój podmiotów grona oraz rozwój regionu, w którym uczestnicy grona współdziałają. Funkcjonowanie gron stymuluje przedsiębiorczość, prowadząc do dynamicznej kreacji nowych przedsiębiorstw, jak również wpływa na innowacyjność i konkurencyjność firm tworzących grono.
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Papers_Mentoring and Age Management by Małgorzata Baran
staff management in the enterprise and to examine the eff ects of the mutual mentoring in Polish
enterprises.
Methodology: The research was conducted using a survey on a sample of 250 business representatives
from all over Poland. The subjects were mainly CEOs or members of the management staff .
The criteria for selection of enterprises for this study were: enterprise size (small, medium, large
companies), the age structure of the staff . The aim of the study was to identify the process of mutual
mentoring in enterprises – whether it is present and what results or benefi ts it brings to enterprises
and their employees.
Findings: Almost 40% of the surveyed employers confi rm that in their fi rms knowledge is transferred
between employees: this occurs through teaching junior employees by the senior and more
experienced ones and there also occur inverse relations, i.e., junior employees share their knowledge
with the senior ones. This leads to formation of the added value both for the employees and the whole
business. Employers observe numerous benefi ts from the implementation of mutual mentoring in
their organisations. The main ones include: the acquisition and development of competences and
skills by employees, the improvement of work environment conducive to involvement of employees
in work and the increase of team motivation.
Implications: In the Polish literature on the subject the aspect of mutual mentoring in companies
has not yet been discussed. The conclusions of the presented analysis provide a basis for larger and
more detailed research and the development of practical recommendations for business managers.
Originality/value: The author has presented a unique theory of mutual mentoring as a tool of
intergenerational staff management in the enterprise. Mutual mentoring defi ned as modifi ed version
of traditional mentoring and involves the assumption that diff erent generations of employees become
each other’s mentors or teachers, thus ensuring mutual substantive and organisational support in the
workplace as well as natural transfer of knowledge and experience within the organisation. Author
presented original research results: eff ects of the mutual mentoring in Polish enterprises.
Papers_Project Management by Małgorzata Baran
Papers_Clusters and Innovations by Małgorzata Baran
staff management in the enterprise and to examine the eff ects of the mutual mentoring in Polish
enterprises.
Methodology: The research was conducted using a survey on a sample of 250 business representatives
from all over Poland. The subjects were mainly CEOs or members of the management staff .
The criteria for selection of enterprises for this study were: enterprise size (small, medium, large
companies), the age structure of the staff . The aim of the study was to identify the process of mutual
mentoring in enterprises – whether it is present and what results or benefi ts it brings to enterprises
and their employees.
Findings: Almost 40% of the surveyed employers confi rm that in their fi rms knowledge is transferred
between employees: this occurs through teaching junior employees by the senior and more
experienced ones and there also occur inverse relations, i.e., junior employees share their knowledge
with the senior ones. This leads to formation of the added value both for the employees and the whole
business. Employers observe numerous benefi ts from the implementation of mutual mentoring in
their organisations. The main ones include: the acquisition and development of competences and
skills by employees, the improvement of work environment conducive to involvement of employees
in work and the increase of team motivation.
Implications: In the Polish literature on the subject the aspect of mutual mentoring in companies
has not yet been discussed. The conclusions of the presented analysis provide a basis for larger and
more detailed research and the development of practical recommendations for business managers.
Originality/value: The author has presented a unique theory of mutual mentoring as a tool of
intergenerational staff management in the enterprise. Mutual mentoring defi ned as modifi ed version
of traditional mentoring and involves the assumption that diff erent generations of employees become
each other’s mentors or teachers, thus ensuring mutual substantive and organisational support in the
workplace as well as natural transfer of knowledge and experience within the organisation. Author
presented original research results: eff ects of the mutual mentoring in Polish enterprises.