Edukacja ekonomistów i menedŝerów. Problemy. Innowacje. Projekty

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1 Edukacja ekonomistów i menedŝerów. Problemy. Innowacje. Projekty nr 5 Spis treści TEORIE. KONCEPCJE. REFLEKSJE. DIAGNOZY Wymiar procesowy zarządzania wiedzą w organizacji Violetta Wróblewska ZałoŜenia procesu zarządzania talentami w organizacji wiedzy Marta Juchnowicz Praktyczne rozwiązania w dziedzinie zarządzania talentami Łukasz Sienkiewicz Przywództwo w organizacji opartej na wiedzy Hanna Kinowska Osobowościowe uwarunkowania kreowania wiedzy w organizacji Agnieszka Wojtczuk-Turek Percepcja czasu przyszłego i otwartość na nowe doświadczenie jako psychologiczne wymiary zarządzania wiedzą Beata Mazurek-Kucharska Rotacja pracy jako instrument rozwoju zasobów ludzkich w organizacjach wiedzy. Projekt EFS Rotacja pracy Tomasz Gierwatowski Komercjalizacja Jednostek Badawczo-Rozwojowych. Szansa czy zagroŝenie dla organizacji opartych na zarządzaniu wiedzą? Artur Wasilewski Migracja zarobkowa Polaków na tle teorii opisujących funkcjonowanie rynków pracy Piotr Lewicki RAPORTY Z BADAŃ Kompetencje specjalistów zarządzania kapitałem ludzkim i menedŝerów Tomasz Rostkowski Organizacja procesu rozwoju kapitału ludzkiego w przedsiębiorstwach Dariusz Danilewicz RECENZJE The ROI of Human Capital Hanna Kinowska SPRAWOZDANIA Z KONFERENCJI Sprawozdanie z konferencji: Geograficzne, społeczne i ekonomiczne aspekty turystyki Katarzyna Bachnik

2 EDUKACJA PODYPLOMOWA MENEDśERÓW Studia Podyplomowe Przywództwa w Organizacji Studia Podyplomowe Rozwoju Kompetencji Interpersonalnych w Biznesie Studia Podyplomowe Akademia Kompetencji Dydaktycznych Podyplomowe Studium Doradztwa Zawodowego i Zarządzania Kompetencjami Podyplomowe Studium Zarządzania Zasobami Ludzkimi z uwzględnieniem standardów europejskich Contents THEORIES. CONCEPTS. REFLECTIONS. DIAGNOSES Process Aspect of Organizational Knowledge Management Violetta Wróblewska Assumptions of Talent Management Process in Knowledge-Based Organizations Marta Juchnowicz Practical Approach to Talent Management Łukasz Sienkiewicz Leadership in Knowledge-Based Organization Hanna Kinowska Personal Features Determining Creating Knowledge About Organization Agnieszka Wojtczuk-Turek Future Time Perspective and Openness to Experience as Psychological Dimensions of Knowledge Management Beata Mazurek-Kucharska Job Rotation As Human Resources Development Tool in Knowledge Organisations. ESF Project: Job Rotation Tomasz Gierwatowski Commercialization of Research and Development Units. Opportunity or Threat to Knowledge-Based Organisations? Artur Wasilewski Polish Earnings Migration Against the Background of Theories Describing Labour Markets Functioning Piotr Lewicki RESEARCH REPORTS Human Resources Experts and Managers Cempetences Tomasz Rostkowski Process of Human Capital Development in Companies Dariusz Danilewicz REVIEWS The ROI of Human Capital Hanna Kinowska REPORTS ON CONFERENCES

3 Report on Conference: Geographical, Social and Economic Aspects of Tourism Katarzyna Bachnik POST-GRADUATE EDUCATION OF MANAGERS Postgraduate Studies Corporate Leadership Postgraduate Studies Development of Interpersonal Skills in Business Postgraduate Studies Academy of Teaching Competence Postgraduate Studies Vocational Counseling and Competences Management Postgraduate Studies Human Resources Management with European Standards Perspectives Agnieszka Wojtczuk-Turek Personal Features Determining Creating Knowledge About Organization Osobowościowe uwarunkowania kreowania wiedzy w organizacji The article presents elements determinig creation of knowledge about organization from the perspective of personal features. The personal characteristics represent, along with cognitive skills (i.e.intellect), potential of each individual. Knowledge is estimated in a more general way then an information. It has an objective meaning and managing cannot be limited barely to transfer of knowledge. From the perspective of company competitiveness it is important to generate knowledge. As knowledge generating relates to innovation, the potential of an individual creating knowledge in organization is the company resource enabling creation of innovation. This all concerns making decisions related to creativeness that are determined not only by cognitive skills but also by persoanl, non-intellectual features of an individual. In the context of creative decision making the most important aspects of personality are: tolerance for ambiguity, functional freedom, flexibility, risk taking, preference for disorder, delay of gratification, freedom from sex-role stereotyping, perseverance, courage, open-mindness, high self-esteem, selfcontrol, feeling of effectiveness and control assigning. Dariusz Danilewicz Process of Human Capital Development in Companies Organizacja procesu rozwoju kapitału ludzkiego w przedsiębiorstwach The main purpose of the research presented in the article is a diagnosis whether the enterprises apply efficient programs of the HR development in a new global economy. Within the scope of the research the following subjects have been included: 1. the policy of the HR development in an enterprise s strategy 2. the process of the development planning, 3. recognition and the analysis of the training needs, 4. training methods and techniques, 5. the use of public means in the financing of the training programs.

4 The results of the research show that more than 90 % of the enterprises organize any form of training. 70 % of the researched enterprises did so in accordance with the existing personnel development strategy. The most popular motivation for running the training is the need for development of the employees key competences. The respondents used various methods of a need identification in the process. The most popular ways of the competence development are: training on the job, lectures, workshops and selfdevelopment. Only 60 % of the firms analyze the efficiency of training taking into consideration the reaction to the training only. It is undoubtedly not sufficient. Tomasz Gierwatowski Job Rotation as Human Resources Development Tool in Knowledge Organisations ESF Project:- Job Rotation Rotacja pracy jako instrument rozwoju zasobów ludzkich w organizacjach wiedzy Projekt EFS Rotacja pracy Knowledge management constitutes an element of business practice and a subject of scientific studies all over the world, also in Poland for several years now. It is due to knowledge of their personnel that businesses build their market position and competitive advantage. More and more businesses see this relationship and it is particularly visible in small and medium size enterprises, the dynamic development of which depends to a larger extent than in large businesses on high quality of personnel and individual characteristics of each member of staff. In this context the need and necessity of applying tools and instruments supporting not only the very process of investing in personnel of individual enterprises, but also the need and necessity of adopting approach that would allow maintaining desired level of production and services, or at least keeping normal rhythm of functioning of enterprises in question during the period of personnel training are clearly visible. Job rotation constitutes a response to problems accompanying the process of developing the qualifications of personnel and is a tool supporting businesses during the periods of absence of a significant part of their permanent staff. Job rotation makes it possible for an employee to have a temporary break in performed duties in order to participate in training without any major interruptions of normal rhythm of work in an enterprise. An employee sent to a training course is replaced by a jobseeker from the outside so the number of staff remains the same and replacement staff make it possible to for the enterprise to properly perform its current tasks. A well managed enterprise should plan staff development and personnel needs as scrupulously as it plans production, promotion or sales. All planning should be linked to its overall short term and long term strategy. A diagnosis of the situation, which means an evaluation of current state of personnel knowledge and competences (the analysis of employed staff structure competences, productivity), should constitute a starting point. On the basis of such diagnosis a desired state, which means an objective to be achieved, is formulated. However long-term and costly investing in personnel without any more serious disturbances in rhythm of work in a given enterprise is possible only when adequate approach and suitable instruments are applied. Job rotation is a complicated instrument, used when investing in human resources in enterprises, making it possible to provide personnel with required training and adequately perform business tasks at the same time.

5 Artur Wasilewski Komercjalizacja Jednostek Badawczo-Rozwojowych Szansa czy ZagroŜenie dla organizacji opartych na zarządzaniu wiedzą? Commercialization of Research and Development Units. Opportunity or Threat to Knowledge- Based Organizations? Polish Government has started the process of commercialization of research and develop units in the middle of 2006 year. It will be very serious change of legal form of these units. This change carries same threats and same opportunities to commercialized units. The analysis of these threats and opportunities is the main part of presented considerations. The considerations are helpful to identify threats to create the defence strategy, and to identify the opportunities to place them into the firm policy to make them easier to reach. Hanna Kinowska Leadership in Knowledge-Based Organization Przywództwo w organizacji opartej na wiedzy Leadership is key factor of success in knowledge based organization. The author of the article describes in details the meaning of leadership at every stage of firm life cycle and clarifies the reasons of the meaning. Leadership is important at every stage of company life cycle. It plays the most important role at first two stages: threshold and growth. It is possible to support managers by other tools and procedures during next states of company life cycle. In the article it is also described the practical role of leadership in financial institution at threshold and growth stage is also described. Łukasz Sienkiewicz Practical Approach to Talent Management Praktyczne rozwiązania w dziedzinie zarządzania talentami Organisation market success in new economy conditions more frequently depends on the skills to attract, keep, develop and make effective use of high potential employees, i.e. talents. The introduction of tools integrated with the strategy of the enterprise talent management programmes is essential in order to ensue adequate level and flow of talents within the framework of organisation. Despite the increasing popularity of such solutions their use is poorly recognised, particularly in the conditions of the Polish market. The objective of this article is to approximate the practical solutions within the range of talent management, on the example of the analysis of 37 enterprises operating on the Polish market. The first part analyses the objectives of the introduction of the programmes, and the main initiators of those actions. Subsequently, the definitions of talent in use are presented, the conditions of their creation, and the consequences for the level of the formalisation of talent management. The next part of the study concerns selection process of employees to the talent group including the method and criteria of qualification. Finally, the range of tools used in practice by firms within the framework of talent management, and the effects of their introduction are presented.

6 Violetta Wróblewska The Process Aspect of Organizational Knowledge Management Wymiar procesowy zarządzania wiedzą w organizacji The paper describes the characteristics of several knowledge management processes. Showing their business benefits it presents the major problematic aspects. The article includes description of the following Knowledge Management processes: identification, obtaining, transfer, codification, use and creation new knowledge were described.in order for the Knowledge Management to be an added value of the company it should included in its business strategy and its organizational culture. It should be conducive to development of key competences of workers via process of learning. Knowledge Management should also use the possibilities of information technology which facilitates flow and gathering of knowledge. It should use the financial measures to show the results of Knowledge Management. Marta Juchnowicz Assumptions of the Talent Management Process in Knowledge Based Organizations ZałoŜenia procesu zarządzania talentami w organizacji wiedzy The talentship - required competencies that lead to achieving results compliant with strategy intensions, is especially important and valuable in knowledge-based organizations. From the organization s point of view, people with skills generating value needed by organization to achieve the success, are also important /critical talent/. So the effective talent management in knowledge-based economy requires broad interpretation of talent, which takes into account aspect of required competencies and critical segments of employment in particular organization. Providing appropriate level and adequate circulation of such talents requires using special tools in organization the talent management programs. Successful realization of these programs requires taking into account specific problems and limitations connected with collaboration with people who are treated as talents in particular organization. Piotr Lewicki Migracja zarobkowa Polaków na tle teorii opisujących funkcjonowanie rynków pracy Polish Earnings Migration Against the Background of Theories Describing Labour Markets Functioning The article is touches on the problem of migration as a factor determining the balance of labour markets in United Europe. The author explains rules of labour markets functioning and reveals the influence of migration on the labour market. The author also concludes that the migration is a fundamental factor which determines the proper balance of labour markets. Migration should be recognized as a natural and integrated part of labour market functioning. In the future, migration is expected to become an increasing process in all European countries.

7 Beata Mazurek-Kucharska Percepcja czasu przyszłego i otwartość na nowe doświadczenie jako psychologiczne wymiary zarządzania wiedzą Future Time Perspective and Openness to Experience as a Psychological Dimensions of Knowledge Management The paper presents the results of interdiscipline discussion concerning two psychological dimensions: Future Time Perspective FTP and Openness to Experience- OE as a psychological aspects of knowledge management. Future Time Perspective is an important factor of cognition, planning and subjective organization of present and future time management. Dimensions of FTP are presented in the context of self-knowledge and knowledge management. Openness to Experience is presented and analyzed as one of personality s aspects of cognition and management of knowledge. Discussion is an introduction to psychological and managerial investigations concerning psychological attributes of knowledge and knowledge management in modern business.