ABSTRACT
Agility is a concept that emerged in software companies in the 1990s. Since then, other businesses have also started to adopt this concept. Agility is the power of acting quickly, flexible and skillfully (Patri & Suresh, 2017: 251). In today’s world, where change and transformation are experienced fast, agility contributes to the adaptation of businesses to this change and transformation. The most substantial features of agile organizations are that they are innovative, fast, flexible and customer-oriented. Agile organizations differ from conventional organizations in many aspects such as organizational structure, ways of working, leadership style and organizational culture. Jobs are mostly performed by employees divided into small teams within the structure of agile organizations. These small teams are formed in a simple way around a common goal. The ways these teams do business and communicate are different from those of departments formed in conventional organizations. Employees of such teams have higher motivation and work commitment. Agile organizations are able to adapt more quickly to extraordinary situations such as the COVID-19 pandemic. According to Sakalli, Yenigün and Handscomb (2021: 1), businesses that adapted agile practices for their working models managed the impacts of the COVID-19 pandemic better than their counterparts. Agile organizations are designed to adapt quickly and easily to their respective market conditions. Agile organizations incorporate the most appropriate working model to respond to crisis situations such as the COVID-19 pandemic. Today, the agile working model is implemented by many businesses such as Amazon, SpaceX, Spotify, SAP, Google, Netflix, Bosch, Saab, Tesla, Riot, Games, and Salesforce (Rigby, Sutherland & Noble, 2018). This study is conducted with the aim of examining the management of agile organizations and agile teams. The study involves the subjects of agility concept, management of agile organizations, management of agile teams, agile organization and analysis of agile team examples. In the conclusion, the overall outcomes of the study are emphasized. © 2022 by Nova Science Publishers, Inc.
ABSTRACT
This research is to determine whether positive psychological . capital has an effect on a perceived organizational support on work engagement. The study was designed with a quantitative research method and survey technique. The survey form created for the study was sent to the participants online. In this way, 314 surveys convenient for the analysis were obtained and the analyzes were carried out through these surveys A positive and moderate relationship was found among perceived organisational support and positive psychological capital A positive and moderate correlation was discovered between perceived organizational support and work engagement. Otherwise, a positive and high-level relation was found among positive psychological capital - and work engagement In addition, positive psychological capital was found to have a partial mediation effect between perceived organizational support with work engagement. The results from the study are limited to the sample group and the items given in the survey form. It is believed that the findings will contribute to the literature and guide the organization managers.