1. Crisis management in a private clinic during covid-19Evgeniia Popova, 2022, master's thesis Abstract: Introduction: The coronavirus crisis emerged suddenly, triggering a global health crisis. And while public hospitals were coping with a huge influx of patients, and an ensuing shortage of hospital beds, private clinics were trying to survive in conditions of total work restrictions, which resulted in a lack of patients and, consequently, income. In our work, we will consider one of these clinics located in Moscow.
Methods: We conducted a study in the search databases Yandex, Google Scholar, Google Books, Cobbis, Research Gate, PubMed, using the following keywords: covid, private clinic, crisis management. Those sources yielded the results which we used in writing the work.
Results in Discussion: After the clinic was opened at the end of the first quarantine, it managed to enter into a state partnership programme and attract patients for testing and vaccination services against coronavirus, both for individuals and for organization employees. As a result, more than 60 percent of the patients of the clinic were employees of organizations. The recovery stage of the clinic took, according to average estimates, about six months, at which time the turnover of the clinic recovered to approximately 80 percent of the pre-crisis period.
Conclusion: During the study, we found that successful crisis management is influenced by such factors as: leadership, good management, effective communication between employees, supportive atmosphere, and courage on the part of employees.
Keywords: crisis management, healthcare organizations, private clinics, Covid
Published in DKUM: 04.11.2022; Views: 734; Downloads: 134
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2. Risk management according to ISO 31000Borut Jereb, Matjaž Knez, Darja Kukovič, Tina Cvahte Ojsteršek, Matevž Obrecht, 2016, independent scientific component part or a chapter in a monograph Abstract: Organizations of all types and sizes face internal and external factors and influences that make it uncertain whether and when they will achieve their objectives. The effect this uncertainty has on an organization's objectives is «risk».
Although the practice of risk management has been developed over time and within many sectors in order to meet diverse needs, the adoption of consistent processes within a comprehensive framework can help to ensure that risk is managed effectively, efficiently and coherently across an organization. The generic approach described in this International Standard provides the principles and guidelines for managing any form of risk in a systematic, transparent and credible manner and within any scope and context.
All activities of an organization involve risk. Organizations manage risk by identifying it, analysing it and then evaluating whether the risk should be modified by risk treatment in order to satisfy their risk criteria. Throughout this process, they communicate and consult with stakeholders and monitor and review the risk and the controls that are modifying the risk in order to ensure that no further risk treatment is required. ISO 31000 describes this systematic and logical process in detail. (IS0 31000, 2009).
Keywords: risk management, risk analysis, risk evaluation, business, organizations, companies
Published in DKUM: 10.05.2018; Views: 1562; Downloads: 115
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3. LogisticsBorut Jereb, Matjaž Knez, Darja Kukovič, Tina Cvahte Ojsteršek, Matevž Obrecht, Bela Musatkina, Marina Zhuravskaya, 2016, independent scientific component part or a chapter in a monograph Abstract: Logistics means comprehensive management of all activities necessary to move products through the supply chain. For a typical product this chain extends from raw material extraction through the various stages of production and distribution systems to the point of use and the associated feedback loop. The main objective of logistics is the coordination of logistics activities so that the minimum cost of meeting the requirements of customers.
Keywords: logistics, governance, business, organizations, companies
Published in DKUM: 10.05.2018; Views: 1307; Downloads: 114
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4. Supply chain management and logisticsBorut Jereb, Matjaž Knez, Darja Kukovič, Tina Cvahte Ojsteršek, Matevž Obrecht, 2016, independent scientific component part or a chapter in a monograph Keywords: supply chain management, value chain, logistics, business, organizations, companies
Published in DKUM: 10.05.2018; Views: 1461; Downloads: 419
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5. ISO 19011 and ISO 26000Manuela Ingaldi, Dorota Klimecka-Tatar, 2016, independent scientific component part or a chapter in a monograph Keywords: quality management systems, companies, organizations, quality standards, environmental standards, ISO 19011, ISO 26000
Published in DKUM: 10.05.2018; Views: 1504; Downloads: 65
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7. Corporate social responsibilityBorut Jereb, Matjaž Knez, Darja Kukovič, Tina Cvahte Ojsteršek, Matevž Obrecht, 2016, independent scientific component part or a chapter in a monograph Abstract: Many social changes, like changes in values and the need for ethical action, the phenomenon of socially and ecologically conscious consumer, the rise of enlightened capitalist globalization, and the declining rate of uncontrolled information, are also reflected in the business world. Socially responsible action in the world is becoming imperative, and the critical role of consumers, employees and non-governmental organizations allows that socially responsible operation are fair and credible.
Keywords: environmental management, social responsibility, business, organizations, companies
Published in DKUM: 10.05.2018; Views: 2040; Downloads: 126
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8. SustainabilityBorut Jereb, Matjaž Knez, Darja Kukovič, Tina Cvahte Ojsteršek, Matevž Obrecht, 2016, independent scientific component part or a chapter in a monograph Abstract: Sustainable development aims to optimize the balance between economic, social and environmental objectives. Sustainable thinking reflects concerns about the long-term risks posed by the current consumption of resources, taking into account the objectives of intergenerational justice. This is clearly defined in the detailed definition of sustainable development by WCED (1987): "in essence, sustainable development is not a particular state of harmony, but rather a process of change in which the exploitation of resources, direction of investments, the orientation of technological investment and institutional changes are in harmony, in order to enhance the current and future potential to meet human needs and aspirations." The starting point is given by the economic and social development that meets human needs and desires, but also takes into account the natural resource base and social justice.
Keywords: environmental management, sustainable development, sustainability, investments, organizations
Published in DKUM: 10.05.2018; Views: 1512; Downloads: 88
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9. Nonprofit organizations from the perspective of organizational development and their influence on professionalizationKatalin Dobrai, Ferenc Farkas, 2016, original scientific article Abstract: The aim of this paper is to give an overview of the phenomenon of professionalization that is observable in organizations from the nonprofit sector. Empirical research was conducted among Hungarian nonprofit organizations, and the data were collected within the framework of a country-wide survey. Through the analysis of the research results, the paper provides deeper insights into knowledge about professionalization trends in the nonprofit sector. It proves that organizational development positively impacts nonprofit organizations’ improvement of their professionalization level and the members of these organizations.
Keywords: non-profit organizations, organizational development, training, knowledge, trends, research, analysis
Published in DKUM: 14.11.2017; Views: 1258; Downloads: 442
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10. Organizational factors for successful entering to e-marketplace : case of large organizations in SloveniaAndreja Pucihar, Mateja Podlogar, 2003, original scientific article Abstract: The appeal of doing business on the Web is clear. By bringing together large numbers of buyers and sellers and by automating transactions, e-marketplaces expand the choices available to buyers, give sellers access to new customers (buyers), and reduce transaction costs for all participants. Entering the e- marketplace is related to the business process of reengineering, connecting of information systems, gaining new knowledge with training and learning, and making investments in new information technologies and software. Such organization must take very careful steps to prepare itself for a successful entrance on the e-marketplace. Only this kind of approach will enable the organization the full use of the available opportunities and will bring expected business results. The paper presents the different types of e-marketplaces and the use of e-marketplaces for business. Furthermore, the results of the research that was done among 250 large organizations in Slovenia are presented. The current status of the use e-commerce and e-marketplaces in large organizations in Slovenia is introduced. In addition, organizational factors found by large organizations to be important for a successful entrance to the e-marketplaces are presented. We conclude the paper with recommendations for the organizations that intend to enter e-marketplace.
Keywords: organizational factors, e-markets, large organizations, case, Slovenia
Published in DKUM: 04.07.2017; Views: 1080; Downloads: 94
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