Search and upload an inspiring Capability Management/Organizational Behavior (related) article that promotes leadership principles that you value and find beneficial.
The article should be a manuscript you would openly share with direct reports and peer supervisors.
Part 1:
On this post, upload the article and submit an executive summary that links the read to the principles you have read in our
Matthew's book or another supplemental manuscript. The executive summary should be one page in length and provide everyone clarification on why you selected the article and how it can guide others in the workplace. the 2 attachments below are justthe sample of it. And as you are doing theexecutivesummary,I would like to do another half pagesabstracts like you will be presenting in this in course.
Lean Management Practices Organizational Behavior 2 Carlton James Jr. Morgan State University BUAD 660: Human Capability Management Dr. Tyson Beale June 1, 2023 Executive Summary Many Higher Educations Institutions (HEIs), particularly urban colleges, need help reviewing, interpreting, and analyzing data and lean management assessment practices. The reason for choosing this topic is because it highlights the necessary steps and training that leadership (managers) must take to provide exceptional organizational behavior and services to students. Baltimore City Community College (BCCC) struggled with maintaining effectiveness and lean management processes. Because of this, the institution saw declining retention rates over the years and has drawn much scrutiny and criticism from the Maryland Higher Education Commission (MHEC). Harris (2019) noted that there is a four-step Reform Plan which must take place to revitalize BCCC's lean management methods: (1) Needing real accountability (2) Investing in the people, faculty, and staff who serve BCCC's students, (3) Needing visionary leadership and (4) Work with allies across the state to move toward a tuition-free public higher education system for all graduates of Maryland high schools. The management practices and failed leadership reform, assessment, and trainings have impacted the graduation rate statistics and over morale. As a result, the Board of Trustees at the college began to review statistics. It determined that significant changes needed to be made to the institution's leadership management skills and the decline of the student population. I learned that institutions should have available resources concerning failed lean management practices and skills within institutional workplace. Within public organizations, performance evaluation is also tied to factors concerning the organizational environment (Klein et al., 2023). Because we live in a technologically advanced society, lean management resources and training should readily be available at all institutions and organizations. Reviewing leadership management practices and training assessments will strengthen the manager's knowledge. The most significant factor and impact on capability are that the manager is responsible for the work and [students] environment, skills practice, mindset, and, to some extent, knowledge (Matthews, 2014). When you engage with students and demonstrate leadership and capability management, they perform better and achieve their objectives. References Harris, J. (2019, June 7). A 4-step plan to reform BCCC. Baltimore Sun. https://www.baltimoresun.com/opinion/op-ed/bs-ed-op-0102-bccc-reform-20171226-story.html Klein, L. L., Vieira, K. M., Marçal, D. R., & Pereira, J. R. L. (2023). Lean management practices perception and their influence on organizational performance in a public Higher Education Institution. The TQM Journal, 35(3), 673–697. https://doi-org.ezproxy.umgc.edu/10.1108/TQM-11-2021-0311 Matthews, P. (2014). Capability at work: How to solve the performance puzzle. Three Faces Publishing. TQM-11-2021-0311_proof 673..697 Lean management practices perception and their influence on organizational performance in a public Higher Education Institution Leander Luiz Klein Federal University of Santa Maria, Cachoeira do Sul Campus, Cachoeira do Sul, Brazil, and Kelmara Mendes Vieira, Diego Russowsky Marçal and Jeferson Roberto Lima Pereira Federal University of Santa Maria, Santa Maria, Brazil Abstract Purpose – The purpose of this paper is to explore the perception of Lean management practices by public servants of a Higher Education Institution (HEI) and its influence on the organizational performance. The underlying assumption is that Lean management practices may have perceived even without a whole dissemination of the Lean Thinking way in the institution, and they exercise a positive influence on organizational performance. Design/methodology/approach – A questionnaire of Lean management practices applicable to HEIs was developed and a survey was carried out in a public HEI in Brazil. A valid sample of 748 respondents was obtained. Findings –The results demonstrate that some Leanmanagement practices (leadership support and employee involvement, focus on the internal customers, long-term thinking, community services value, elimination of waste and continuous improvement) have a positive influence on the organizational performance of the studied HEI. These results extend the applicability and foster the initiation of Leanmanagement practices in the public service scenario and HEIs. Practical implications – This study supports HEI leaders and managers in developing and/or promoting bettermanagement practices to improve organizational performance. In addition, it promotes the advancement of Lean initiatives in the organizational environment of the HEI, allowing for a better quality to the “beneficiaries” of the services provided. Originality/value – Despite the broad evidence of Lean in the manufacturing and industrial sectors, this study advances by exploring the perception of Lean management practices in the HEIs context and their influence on organizational performance. This paper also initiates and fosters the discussion of internal costumers and community services value as basic practices of an HEI. Keywords Lean thinking, Organizational performance, Public sector, Higher education, Quality management Paper type Research paper 1. Introduction The use and applicability of Lean management practices and tools have aroused the interest and attention of different organizations and sectors of the economy and have extended far beyond the automotive sector where the Lean systemwas conceived (Womack et al., 1990). Its focus on generating customer value as the basis for eliminating waste (Ohno, 1988; Shingo, 1989) allows organizations to improve their processes, decrease the costs of their activities and, consequently, achieve performance gains (Balzer, 2020). Thus, the Lean system can be understood as a set of values, practices and management tools that, when applied in an organization, direct the elimination of waste in the execution of activities, always based on the Lean management practices perception inHEI 673 Funding: This work has been supported by CAPES - Coordenaç~ao de Aperfeiçoamento de Pessoal de N�ıvel Superior, and CNPq - Conselho Nacional de Desenvolvimento Cient�ıfico e Tecnol�ogico. The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/1754-2731.htm Received 7 November 2021 Revised 8 January 2022 11 February 2022 Accepted 9 March 2022 The TQM Journal Vol. 35 No. 3, 2023 pp. 673-697 © Emerald Publishing Limited 1754-2731 DOI 10.1108/TQM-11-2021-0311 https://doi.org/10.1108/TQM-11-2021-0311 perspective of value to the customer or user (Womack et al., 1990; Waterman and McCue, 2012). The Lean application has also made its way into the services area with an emphasis on Healthcare (Filser et al., 2017; Sales and De Castro, 2021). However, in other areas, it is also common to verify Lean management initiatives, for example, in construction (Li et al., 2020), the public sector (Rodgers et al., 2021), in education (Cudney et al., 2020) andHigher Education Institutions (HEIs) (Francis, 2014; Antony et al., 2018; G�omez-Molina and Moyano-Fuentes, 2022). In the latter, the use and knowledge of Lean management practices and the Lean system as awhole are still not very popular, although there aremany successful cases of Lean implementation as described by Simonyte et al. (2022). Petrusch et al. (2019) understand that the implementation of Lean management practices has been primarily focused on process improvements rather than organizational change based on this philosophy’s values. It is understandable since it can take years to change organizational culture and values, whatmay be essential for Lean initiation (Paro and Gerolamo, 2017; Allaoui and Benmoussa, 2020). Nevertheless, the practices or values of the Lean management system can be applied and made effective in the management of HEIs, provided, of course, that the specificities and peculiarities of these institutions are observed (Klein et al., 2021c). For example, practices such as continuous improvement (Fagnani and Guimar~aes, 2017), employee engagement (Sunder and Antony, 2018) and waste elimination (Klein et al., 2021a) have been referenced and explored in applied studies in HEIs. Additionally, leadership support (Lu et al., 2017) focus on the target audience – the student and/or the academic community (Douglas et al., 2015; Emiliani, 2015), and system vision (Salhieh and Addallah, 2019) are usual practices of Lean management contribution in HEIs. Balzer et al. (2015) also discuss the “process recipients” andwhat they value most as an internal practice. All of these practices can be incorporated (if they have not already been incorporated) into the management models of HEIs, without “losing sight” of the focus on long-term thinking (Balzer et al., 2016), placed as the basis of every system (Liker, 2004). This applicability of Lean management practices in HEIs may imply specific improvements in processes and gains in efficiency or organizational performance, either by decreasing costs, better promptness and quality of processes and services ormore efficient involvement of staff (Cano et al., 2020; Maldonado et al., 2020; Balzer, 2020). In the manufacturing sector, Kov�acs et al. (2020) analyzed such a causal relationship by measuring the impact of Lean practices on performance. Wickramasinghe and Wickramasinghe (2017) and Bellisario and Pavlov (2018) had already conducted similar analyses. Performance was also a measurement point for the study by Panwar et al. (2017, 2018) in processing industries in India. Further studies could be mentioned on the relationship between Lean and performance in the manufacturing or industrial sector. However, the fact worth noting is that few studies have explored this influence relationship of Lean on some kinds of performance in the HEIs context, such as quality performance (Mateos-Ronco and Mezquida, 2018; Mehta et al., 2019), leadership performance (Tetteh, 2019), student performance (Wiegel, 2019), processes and cost performance (Balzer, 2020). It may be because the application of Lean management practices in HEIs is still in its “infancy” and there are difficulties regarding metrics selection for assessing performance (Simonyte et al., 2022). Nevertheless, even without a cross cultural change and a general Lean implementation across the institution, Lean management practices may be applied to HEIs, as mentioned above. Moreover, measuring the causal relationship between organizational performance and Lean management practices can encourage and promote their use in the HEIs environment and increase their popularity, as well as increase the quality of the internal procedures and activities. The knowledge of variables/factors that influence performance in HEIs is still a topic that calls the attention of scholars, as it is the suggestion for future research in several recent TQM 35,3 674 works. For example, Sahibzada et al. (2021) suggest additional studies of organizational performance in HEIs that explore variables such as worker engagement and responsibility. Soewarno et al. (2022) follow the same line, suggesting the exploration of innovation, leadership, organizational culture and commitments. Kruja et al. (2021) point out the assessment of student satisfaction as an essential indicator of performance in all HEIs, and highlight that further research should be carried out on this relationship. In turn, Sahibzada et al. (2020) propose future studies in public and private universities on teaching and administrative staff activities. Other factors are also suggested involving the creation of public value (Angiola et al., 2018), leadership and organizational culture (Ibrahim et al., 2018) and intellectual capital variables (Cricelli et al., 2018). Thus, these works demonstrate that performance in HEI remains as a knowledge gap in the literature and still needs further studies, especially involving Lean experiences (Simonyte et al., 2022). The present work explores this knowledge gap and advances by analyzing how the HEI Lean practices applicable to the public context influence the organizational performance. By doing so, both the knowledge and applicability of Lean practices in the HEI-specific context may be better understood and facilitated. That differentiates this study from those mentioned about performance and moves knowledge on the subject forward. Therefore, the objective of this research is to analyze the Lean management practices perception in an HEI and their influence on the organizational performance. To meet this objective, a quantitative survey was conducted with the servants of a public HEI in southern Brazil. The data analysis revealed a positive causal relationship between most of the investigated practices and organizational performance. This study provides its main contribution to the theoretical field, investigating Lean management practices applicable to the HEIs context and their influence on organizational performance. The study also presents an applicable theoretical model on Lean management practices in HEIs, following Danese et al. (2018) , which allows its replication in other studies on the subject in this context. For the practical field, this study innovates by demonstrating how the organizational performance of HEIs can be improved by implementing Lean management practices. The results also outline essential points to be observed by the managers of the institution studied for the improvement of procedures already existing in it, even if not conceived as “Lean practices”. This fact may be the everyday life of many other HEIs in Brazil, whether public or private. Finally, this study provides guidelines for performance improvements for organizations in an important sector of any country’s economy: higher education. It becomes even more relevant in Brazil due to the decrease in investments the sector has been undergoing, especially in public HEIs. According to data from the National Treasury (2020), in 2018 the budget passed on to federal universities was approximately BRL$ 9.67 billion, while in 2019 the budget drops to approximately BRL$ 9.05 billion, a decrease of about 6.5%. Thus, it exposes and highlights the need for studies to investigate elements to improve organizational performance. 2. Theoretical background The literature about Lean and its application and implication to HEIs or public sector increased a lot in the recent years (G�omez-Molina and Moyano-Fuentes, 2022). The Lean thinking system is based primarily on “combating” several types of waste (defects, overproduction, waiting, overprocessing, transportation, inventory, motion and non-used talent or knowledge) through continuous improvement activates focused on the identification and reduction or elimination of non-value adding tasks/activities to the products or services provided (Ohno, 1988; Womack et al