Causal Loop Analysis Can Identify Solutions to Complex Dog Management Problems in Remote Australian Aboriginal Communities

Companion animal management in Australian remote Aboriginal communities (rAcs) is a complex problem with multiple stakeholders involved, with differing needs, knowledge, power and resources. The Comm4Unity (Cycle of Multiple Methods for Unity—For Community) approach was designed to address such problems. This study represents the second step of the Comm4Unity framework, where a causal loop analysis (CLA) was adapted and tested as a tool to address the issue of dog overpopulation in Wurrumiyanga, and in particular the systemic causes of the problem and necessary transformational management solutions. Ten focus group discussions (FGDs) were held amongst three of the four stakeholder groups identified during the first step in the analysis. The CLA identified 13 positive feedback loops, which drive vicious cycles and perpetuate the dog overpopulation issue. All three groups agreed and developed 22 solutions to address the causes of dog overpopulation. Despite the differences in the framings of the three groups, “training” and “education” were both the top priority solutions for all three groups. The majority of the solutions discussed by the groups were not only transformational but also social, requiring collaboration. This study was successful in so far as transformational actions were co-developed by all FGDs, which may have also built capacity and agency amongst the local community to implement them as a cohesive group.

Innovative approaches to management with emphasis on soft factors and their impact on the efficiency of agribusiness companies

This paper represents a wider research aimed at the examination of innovative approaches to management and their impact on the competitiveness and success of companies in a globalised world economy. Its main objective is to evaluate perceived importance of these approaches with emphasis on soft factors in agribusiness companies in Slovakia in terms of methods and tools used in the implementation of individual management functions, as well as in terms of the frequency of their applications, and their impact on the efficiency of these companies. However, a research gap has been identified in the existing literature on primary agribusiness companies. To improve their position, farmers should not only passively respond to many external factors that are of course important in this sector but should also be proactive and innovative in their management methods and practices. A questionnaire research has been conducted in agribusiness companies in Slovakia. The obtained results highlight the significance of hard factors in the utilisation of management tools. Moreover, soft factors have positively affected economic results. Innovativeness has been identified in leadership functions, where a significant link has been found between the transformation style of leadership and the importance of soft factors in transformational management.

The Universal Transformational Management Framework (UTMF)

Purpose The purpose of this paper is to present the development and validation of the Universal Transformational Management Framework (UTMF), an entrepreneurial tool that guides the development of inclusion-driven strategic management, planning and practice in sport organizations. Design/methodology/approach A range of qualitative data collection techniques was undertaken in this action research: seven cross-sectoral semi-structured interviews; one focus group with sports professionals; a qualitative survey and research group consultations. A matrix analysis, a thematic analysis and secondary research were undertaken to analyze data. Findings The UTMF is a staged framework that embeds principles of behavioral, organizational and transformative change theory, guiding strategic development toward inclusion from a contemplation phase toward an action and maintenance stage. The UTMF is composed of 14 fundamental components identified as key areas that sport entrepreneurs should recognize and address for planning and delivering sport services that leave no one behind. Practical implications Policy makers, management and sport professionals have at their disposal an inclusion-driven framework that challenges their systems and establish mechanisms to leave no one behind. Social implications Organizational transformation can ultimately produce a contagion effect advancing equality and inclusion in society. The UTMF offers a structure for sport entrepreneurs aiming to facilitate and activate social transformation in and through sport. Originality/value The UTMF is a wide-ranging framework to facilitate an orchestrated transformation of sport organizations in order to provide universal services that include marginalized groups and address global challenges identified in intersectional agendas like the SDGs.

Emotions in Change Management

In this chapter, the authors focus on emotion during a time of organisational change. While we read everywhere about disruptive change, transformational management, and similar topics, it is still not clear how organisations should go about such changes in their business models, processes, and procedures. The explore emotion management during transitions in the workplace, thus identifying general stages individuals go through, while offering practical tips to deal with them. Because different emotions can arise during a period of change, the authors introduce to the dynamics of power within the organisation, and how these can influence the success of change initiatives. In particular, they mention the hygge philosophy and the Theory U movement as practical examples of change management processes.

The Practice of Transformational Management and its Role in Achieving Institutional Excellence from the Point of View of Workers in the Directorates of Education in Hebron

The study aimed at understanding the practice of transformational management and its role in achieving institutional excellence from the point of view of workers in the directorates of education in Hebron governorate. The study sample consisted of (103) employees. The results indicated that the degree of the practice of transformational management was medium on the total score and in all its fields. It was also found that the highest areas of transformational management practice were thought provoking, then inspirational stimulation, then the ideal effect and finally the area of ??individual interest. The results showed that the official/head is interested in giving incentives to change. He motivates and encourages employees, takes care of individual differences, maintains communication and communication with them, addresses difficulties with courage, gives time to listen to ideas and stimulates thought. While it turns out that the official deals unsatisfactorily with the workers, does not raise the challenge and stability, does not trust everyone, does not carry out the process of delegation. The results showed that the degree of institutional excellence in the directorates of education in Hebron governorate was medium on the overall score and in all fields. The highest areas of institutional excellence were leadership excellence, excellence in service delivery, and finally human excellence. It has also been shown that the management of the institution continuously seeks to excel in providing service to the public. While it was found that the staff did not receive remuneration appropriate to their evaluation, and the Foundation did not provide opportunities to send distinguished employees.