Vloga svetovanja in svetovalcev na področju menedžmenta pri uvajanju organizacijskih sprememb

Research Question (RQ): Does the company need an external consultant to make organizational changes? Purpose: We want to examine the role of external consultants in introducing organizational change in an organization. Method: In our article, we will use: systematic review guidelines, integrative study review guidelines, meta-analysis guidelines, and literature review scope guidelines. We selected the literature through the main academic bibliographic databases Web of science, Elsevier, Jstor, Emerald. We used the following keywords to search for relevant literature: Organizational Change, Consultant, Management, Introduction of changes, Process, Consultancy industry. Results: While the added value that consultants can add to a company has long attracted the attention of management, critical interest in the consulting process is relatively new. However, the growing interest in consultants has also brought about a growing critical debate on the justification for hiring consultants. In our article, we will present the pros and cons of hiring external consultants. Organization: The organization always needs sober thinking or needs an external consultant when introducing changes. Society: Progress and success in the organization can be achieved without expensive external experts and always new approaches, simply by using "common sense". With this approach, we achieve that as many organizations as possible are dedicated to the implementation of this common sense in their processes. Originality: The article highlights the key elements that need to be considered when introducing organizational changes in order to avoid costly external consultants. Limitations / further research: The basis of the article is the theoretical findings of world authors from the studied field, the results of empirical research would be interesting.

The Visualization of ISO/IEC29110 on SCRUM under EPF Composer

In the midst of an increasingly competitive software industry, very small entities (VSEs) have inevitably faced many challenges. High user expectations, frequent changes of user requirements, and the need for rapid deployment are classic examples of these challenges. Many software companies attempt to implement measures for preventing or solving the aforementioned problems. The use of agile methodologies and the implementation of software development standards are usually perceived to be promising solutions to improve the quality of the software development process. Nevertheless, there are several strong incompatibilities between standards and the Agile approach to software development. For example, the need identified in the standards to create many quality artifacts does not conform to agility philosophies. Since Agile focuses on the working software over the documentation, the use of the Agile with standards can be difficult to implement. Additionally, there has been none guidelines for VSE therefore, an external consultant is usually required. This research analyzes various cases of implementing ISO/IEC29110, a software development standard developed especially for VSEs in Scrum environments. The results of this study provide an Eclipse Process Framework (EPF) for effectively and conveniently implementing this standard in Scrum software development.

Prisoners in the community: the open prison model in Catalonia

Open prisons are low-security penitentiary institutions in which life conditions are less strict than in closed prisons, and where prisoners have more contact with the outside world. Despite sharing important features, some variations can be found in the model of open prisons in different countries. This article describes the Catalan open prison model, characterized by the fact that prisoners serve the sentence in full semi-liberty; that is, by day they work and spend time with their families or doing other activities, but return to prison to sleep. As a contribution to the comparative study of open prisons, I describe here how Catalan open prisons are run and discuss the concept of ‘openness’ with reference, above all, to the open prisons that exist in Scandinavian countries. This work shows that the degree of openness of open prisons varies considerably between different countries – therefore approaching community penalties or closed prisons in a greater or lesser extent – and suggests that the role that open prisons are granted in each penal system is part of the explanation.1 1)Marta Martí holds a PhD in Law (Criminology). Currently, she is working as an external consultant for the International Committee of the Red Cross in El Salvador and she is member of the Research Group in Criminology and Criminal Justice System of Universitat Pompeu Fabra (Spain). This article is based on her PhD dissertation, ‘One foot in and one foot out: serving a prison sentence in an open prison’, which was accepted in November 2018 in Universitat Pompeu Fabra (Spain). The full version of the dissertation (in Spanish) can be found on the following link: https://repositori.upf.edu/handle/10230/36320. This article is part of the project ‘Ejecución y supervisión de la pena: calidad de la intervención, legitimidad y reincidencia’ (DER2015-64403-P), funded by the Spanish Government. AbstractÅbne fængsler har et lavere control-niveau end lukkede fængsler og indsatte i åbne fængsler har mere kontakt til verden uden for fængslet. Trods mange ligheder findes der også en del forskelle imellem åbne fængsler i forskellige lande. I denneartikel præsenteres åbne fængsler i Catalonien. Disse er kendetegnet ved at de indsatte rent faktisk nyder delvis frihed. Det indebærer, at de i dagtimerne går på arbejde uden for fængslet eller tilbringer tid sammen med deres familie eller er beskæftiget på anden måde i lokalområdet. Om aftenen vender de tilbage til fængslet og tilbringer natten dér. I artiklen sammenlignes de catalanske åbne fængsler med åbne fængsler i Skandinavien. Sammenligningen viser, at der er store forskelle i graden af åbenhed i åbne fængsler, nogle steder ligger de tættere på samfunds-straffe og andre steder langt tættere på lukkede fængsler. Der argumenteres for, at en del af forklaringen her på er, hvilken rolle i det samlede nationale straffesystem de åbne fængsler har i forskellige lande.

IMPLEMENTASI KONSEP LEAN MANAGEMENT PADA SISTEM ARSIP KPPBC TANGERANG

ABSTRACT:The Tangerang Customs and Excise Supervision and Service Office (KPPBC Tangerang) has initiated the implementation of the lean management concept as an effort to improve several business processes, including the archive business process. Before this implementation, they held a lean management training from an external consultant at KPPBC Tangerang in 2018. This study analyzes how to implement lean government in the archive business process of KPPBC Tangerang and how its impact. This research methodology uses a qualitative approach, based on a case study research. The results of the study concluded that lean management is effectively applied to business processes in the supporting unit, the archive business process.Keywords: Customs, Lean Management, 5S, Value Stream Mapping, Form A3ABSTRAK:Kantor Pengawasan dan Pelayanan Bea dan Cukai Tangerang (KPPBC Tangerang) telah melakukan inisitif penerapan konsep lean management sebagai upaya penyempurnaan pada beberapa proses bisnis. Upaya tersebut dimulai dengan adanya pelatihan lean management dari konsultan eksternal di KPPBC pada tahun 2018, kemudian dilanjutkan dengan tim implementasi lean management untuk beberapa proses bisnis, diantara pada proses bisnis arsip.Penelitian ini bertujuan untuk melakukan analisis bagaimana implementasi lean government di KPPBC Tangerarang dan bagaimana dampaknya setelah diterapkan. Metodologi penelitian ini menggunakan pendekatan kualitatif berdasarkan penelitian studi kasusHasil dari penelitian ini menunjukan bahwa penerapan lean management berhasil diterapkan pada bisnis proses di unit pendukung sesuai rencana dan memberikan hasil sesuai target yang direncanakan.Kata Kunci: Bea Cukai, Lean Management, 5S, Value Stream Mapping, Form A3

ANTECEDENT AND CONSEQUENCE FOR ACCOUNTING INFORMATION QUALITY ON INDONESIAN SMEs

This research intended to observe the Accounting Information Quality during 2018, first year implementation of Indonesian Financial Accounting Standard for Micro Small and Medium Entity (SAK EMKM). This is a quantitative research using survey. The objects are Micro, Small and Medium Enterprises in Indonesia. Data is analyze using path analysis. Independent variables are financial literacy, Tax authority pressure, external consultant, Adoption of Marketing information technology. Dependent variables are Accounting Information Quality and Credit Access. The results show that Tax authority pressure and external consultant hiring has positive effect on Accounting Information Quality. Accounting Information Quality has effect on Credit Access. Therefore, further test reveal that Accounting Information Quality do not have mediating role between in the relations independent variables and Credit Access

Towards Zero Emissions Noosa

This paper reports on a case study of the community group Zero Emissions Noosa, whose goal is for 100% renewable electricity in the Noosa Shire (Queensland, Australia) by 2026. Described within this paper are the processes used by Zero Emissions Noosa to set up their zero emissions plan, involving community engagement and the use of an external consultant. The external consultant was employed to produce a detailed report outlining how to successfully achieve zero emissions from electricity in the Noosa Shire by 2026. This paper explains how and why the community engagement process used to produce the report was just as important as the outcomes of the report itself. Modeling was undertaken, and both detailed and contextual information was provided. Inclusion of the community in developing the scenario parameters for the modeling had a number of benefits including establishing the context within which their actions would occur and focusing their efforts on options that were technically feasible, financially viable and within their capabilities to implement. This provided a focal point for the community in calling meetings and contacting stakeholders. Rather than prescribing a particular course of action, it also resulted in a toolbox of options, a range of possible solutions that is flexible enough to fit into whatever actions are preferred by the community. The approach and outcomes discussed in this paper should, therefore, be useful to other communities with similar carbon emission reduction goals.

THE ROLE OF THE DATA PROTECTION OFFICER IN THE ORGANIZATION’S STRUCTURE

Entry into force of Regulation (EU) 2016/679 of the European Parliament and of the Council of 27 April 2016 on the protection of natural persons with regard to the processing of personal data and on the free movement of such data and repealing Directive 95/46/ EC (General Data Protection Regulation) significantly changed the legal situation of information security administrators. The new institution is a data protection officer. The provisions of the regulation not only changed the name but also the requirements for the person who will perform it in the organization. The main task of the DPO is to provide expert support to the controller and the processor and to monitor compliance with the provisions on personal data protection in cooperation with the supervisory authorities. The importance of the DPO’s function has been strongly emphasized in recital 97 of the preamble to the GDPR. This means that the data protection officer is the person responsible for acting in accordance with the data processing regulations. The independence of DPO is guarantee by its correct placement in the structure of the controller’s organization. As regards the employment of a DPO, the legislator left employers a large dose of freedom. Acquiring specialists dealing in the personal data protection in the company is possible by selecting several options. We can deal with the employment of a stationary specialist or an external consultant. Due to the very wide competence of the DPO, the legislator also provided for the possibility of commissioning the inspector’s tasks to a group of people or a department or an external company.