How the COVID-19 Pandemic Changed the Work of Managers: Case Study of Economic Managers

The COVID-19 pandemic has fundamentally changed the business environment in many sectors. This study analyzes how the pandemic and the resulting global economic crisis have influenced changes in management. The aim was to explore changes in the dominance of management functions through the lens of economic managers in various companies. A case study approach was adopted to achieve the research objective. The sample file consisted of 238 managers from various operational fields in the Slovak Republic. A new methodology was created to measure the overall changes. An indicator of the rate of change in the dominance of the management functions was calculated. The index consists of two factors: changes in the time devoted to each management function during the pandemic, and changes in the importance of basic activities performed within the individual management function. This study provides an overview of all industries and describes the changes in the context of a company's revenue development during the pandemic. It was discovered that the centralization of strategic decision making was significantly underestimated. Up to 78.69% of managers working in companies whose revenues decreased during the pandemic increased the time devoted to planning, and 90.98% of them decreased the time devoted to leading people. © 2023 by the authors.

New Paradigm: HR Professional Transformation in Manufacturing Company: Acces la Success

This study aimed to optimize the line managers performances in the human resources (HR) division in answering the role of the HR management function problem in Medan City Manufacturing Company. The novelty proposed is a concept of HR management called "Human Resources Professional Transformation". Specifically, this concept discussed the ability of HR division line managers to make adaptive changes to the company's business-oriented functional divisions with managerial competence, commitment, innovation capability, and readiness for changes towards work performance. The population of this research was the line manager of the HR division, totaling 185 respondents. The sampling technique used a probability sampling approach with simple random sampling through the slovin formula, totaling 126 respondents. The analytical tool used is structural equation software through the SmartPLS application program. The results showed that managerial competence, commitment, innovation capability had a positive and significant effect through the HR professional transformation on the performance of line managers in the HR division. Meanwhile, readiness for change has a positive and insignificant effect on the HR Professional Transformation. Readiness for change also has a positive and insignificant effect on the Line Managers Performances in the Human Resources Division through HR Professional Transformation. Based on the suitability test of the research model, it proved that the HR Professional Transformation can answer the problem of the role of the management function to improve the line managers performances in the HR division with managerial competence, commitment, innovation capability, and readiness for change of 0.907.

Going Green Post COVID-19: Employer Perspectives on Skills Needs

Achieving a just transition to a low carbon economy and society, in the wake of the COVID-19 pandemic, is arguably one of the greatest policy challenges facing governments. It is also of deep concern to businesses, employees and the organisations that represent them. Much of the focus, particularly at policy level, has been on the potential of this transition to create new jobs especially through the growth of renewable energy and clean technology. In this paper, we argue that this focus on ‘green jobs', and in particular new green jobs, grossly underestimates the skills needs of a future workforce able to deliver a transition to a more sustainable low-carbon economy. The focus of this study is to gain an understanding of what skills are required to support the transition beyond these sectors. It critically reports on the results of a series of in-depth interviews with senior managers in key organisations within Cambridgeshire and Peterborough, UK. It sheds a light on the significant employment transitions taking place in organisations who are not specifically focused on delivering ‘green' products or services. It finds widespread acknowledgement of the importance of a green recovery, albeit predicated by economic growth. The key skills needs reported, at all levels were likely to be ‘soft' transferrable skills rather than ‘hard' technical skills. COVID-19 was recognised as both a disrupter and as a catalyst for a green transition.

An Exploratory Study about the Effect of COVID-19 on the Intention to Adopt Virtual Reality in the Tourism Sector

During the health crisis caused by COVID-19, virtual reality (VR) proved to be useful for the tourism industry, allowing this industry to continue working despite the restrictions imposed. However, it remains to be seen if the impact of this sanitary crisis in the tourism industry influenced managers' intention to adopt this technology in the post-pandemic period. To fill this gap, a qualitative methodological approach was adopted, using the MAXQDA20 software and interviews with managers of tourism enterprises. The results show that the willingness to invest in technology, the perception of VR as a business strategy, and the perception of the impact of the pandemic are factors that regulate the intention of companies to adopt VR. In addition, prior experience with VR and the perception of technical support are also important for its adoption. Thus, it was concluded that VR can be a valuable sustainable strategy for tourism companies to address the challenges imposed by the pandemic. However, adopting the technology depends on factors such as financial availability, business strategy, and previous experience with VR. Furthermore, tourism companies must also receive adequate technical support to ensure its correct implementation.

Managing Uncertainties in Human Resource Management during the COVID-19 Pandemic

This study aimed at providing information to help HR practitioners understand the uncertainties caused by COVID-19 by addressing questions on what certainties are faced by HR practitioners in the education sector;what factors are seen as stressors, what characteristics need to be developed, and what solutions are proposed to overcome uncertainties in this pandemic of COVID-19. This qualitative study used a cross-sectional survey design. Electronic questionnaires were employed to collect qualitative data from 40 respondents based on purposive sampling. The study reveals that there are various types of uncertainties faced by HR managers or practitioners, ranging from organization operation to the ability to predict employees' plans and actions. The main stressor during the pandemic is employees' safety perceptions of threats and risk of COVID-19 transmission. Others are the drastic change in the way of work and job insecurity and lack of valid information about COVID-19. Resilience, tolerance, and curiosity are the qualities that need to be developed by HR managers or practitioners. To overcome the uncertainties, HR Managers and practitioners could provide training on technology and competency development as the best strategy to overcome the uncertainties. Optimizing channels of communication, preparing transparency plans, providing facilities to support teleworking management, and arranging of work flexibility policy are alter strategies. [ FROM AUTHOR] Copyright of International Journal of Multidisciplinary: Applied Business & Education Research is the property of Future Science and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)

Analyzing the role of 'emotional intelligence' in developing leadership in the Indian hospitality sector

Background: Emotional intelligence has become a buzz word;Emotional Quotient (EQ) has long overtaken the Intelligence Quotient (IQ). A manager capable of recognizing and managing emotions of the self and of others may be more adept at work. Hoteliers have to work long hours due to which staff may become disgruntled and when insufficient returns are received, it may show up in their behaviour at work. The hotel industry is a service oriented industry which has an intangible product to sell, something that is produced and consumed in the same instant. Objectives: To understand in depth, the concept of emotional intelligence in hospitality. To analyze the link between EI and its role in developing effective leaders in hospitality. Methodology: Convenience sampling was used and the samples were approached online due to COVID. The samples were shortlisted from the personal contacts of the authors in Hyderabad's 5 star hotels holding management level positions. Out of 50-60 samples approached, 43 samples consented for their inclusion. Results: EQ has been ignored in hospitality curriculum with 55% sample base completely agreeing to and same should be for hiring, as voted by all 43 samples. 26 samples were also in complete favor of EI being a necessary pre-requisite for promotions. Conclusion: EI is extremely necessary in leader building and developing EI focused course for the under-graduates will help inculcate the quality in later stages of career.

Sustainable Thematic Investing: Identifying Opportunities Based on an Analysis of Stewardship Reports

Globally, a growing number of stakeholders recognise that sustainability determines success on multiple levels. Therefore, asset managers in developing and emerging countries increasingly focus on sustainable investment opportunities. While institutional investors largely centred on governance considerations pre-2020, the Coronavirus pandemic highlighted substantial social and environmental concerns at companies worldwide. As South Africa is the most unequal country globally according to the World Bank, decisions made by local institutional investors can have significant implications for individuals and environments where capital is invested. The objectives of this study were hence to analyse the sustainability themes on which South African asset managers focused in their stewardship reports and to explore the Sustainable Development Goals (SDGs) that they addressed through their investment mandates. A content analysis was performed on stewardship reports that were published in 2020 and 2021 to consider the impact of the Coronavirus pandemic. The findings indicate that prioritised sustainability themes include climate action, infrastructure development and social considerations. The considered asset managers accordingly focused on addressing climate action (SDG 13), decent work and economic growth (SDG 8), and affordable and clean energy (SDG 7). Promising investment opportunities in companies that address key social issues, including the health and well-being of society (SDG 3) and broadening access to quality education (SDG 4) were also highlighted. The leaders of local investee companies are thus encouraged to ensure concise, transparent reporting on these material matters to enhance communication and engagement with institutional investors and other key stakeholders. This study offers a novel perspective on sustainable thematic investing in a highly unequal society.

COVID19, the war in Ukraine, the economic crisis, the energy crisis, climate change

Each month brings new fears and new reasons to worry about the future. In a world marked by permanent change, by the occurrence of the unthinkable generating a continuous feeling of insecurity, having confidence has become increasingly difficult: confidence in the future, confidence in our environments, in our organisations, confidence in our contemporaries, confidence in our collaborators and confidence in our ability to face a difficult tomorrow. Confidence and fear are inseparable and they are like the opposite sides of the same coin. Unable to look at both sides of a coin at the same time, we must constantly fight our fears with confidence. Therefore, more than ever, trust is an essential element to obtain team security and it only takes one person feeling insecure for the overall confidence of the team to be eroded. This feeling of low self-confidence is particularly true for the younger generation of veterinary surgeons and specialized veterinary assistants. This can result in difficulties that are often unexpressed and can lead professionals to abandon these vocations of "passion" since they do not feel up to the expectations of clients and managers alike. Building the self-confidence of the people concerned has become a professional priority. The origin of the feeling of lack of self-confidence is collective. Therefore, its treatment is collective. Since each member has the capacity to fight against their fears, he or she can play their part and increase security in the team.

Human Resource Management in Times of the Pandemic: Clustering HR Managers' Use of High-Performance Work Systems

The COVID-19 pandemic has affected many organizations and the way work is performed, emphasizing the importance of human resource management (HRM). Although the HRM literature confirms the vital role of HR managers for firm recovery and survival during a crisis, knowledge remains scarce about what HR managers actually do in times of high disruptions, like a crisis. In this chapter, we explore the use of high-performance work system (HPWS) practices among 269 HR managers during the COVID-19 pandemic;a common set of HRM practices used to engender employee and organisational performance. Using cluster analysis, we identify two distinct groups of HR managers, engaging either in high or low levels of HPWS practices during the crisis. We then investigate how these two clusters relate to organizational and individual characteristics, as well as HR managers' perceptions of the pandemic. For instance, we find that those managers implementing HPWS to a high degree perceive more changes in their work context than their counterparts do. Our findings provide unique and new insights into group-specific differences associated with high and low levels of HPWS practices. We thereby contribute to the HR literature a fuller understanding of HRM system use in times of a crisis. © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023.

Metaverse Skills for Executives and Senior Managers: The Pros and Cons

The COVID-19 pandemic has accelerated the shift from traditional office setups to remote working, driven by information and communication technology advancements. As a result, the metaverse concept is gaining popularity in modern organizations, allowing users to create avatars for virtual work, socializing, and other activities. While its corporate adoption is rising, managers must acquire the necessary skills to integrate and utilize the technology successfully. However, technological progress can be disruptive, making it essential to weigh the benefits and drawbacks.Methodology: This proposal aims to investigate metaverse skills that managers require for remote working using virtual realities, assessing the positive and negative risks for employees and management within business organizations. Using secondary data from reliable online databases, a qualitative research approach was used to understand the pros and cons of the metaverse and remote work.Purpose: The study examines the essential skills managers need to adopt metaverse virtual realities for remote working and how employees and organizations can implement it while maintaining a positive work environment. Keywords such as metaverse, remote working, virtual reality, and information and communication technology are critical. As technology evolves, managers and organizations must consider the metaverse's inherent advantages and disadvantages to ensure a successful transition to remote.Research Questions: What are the necessary skills needed by managers towards the adoption of metaverse virtual realities for remote working? How can employees and organizations adapt to implementing metaverse for remote work and sustain a positive work environment? © 2023 IEEE.

Variables Affecting Congregation's Trust and Mosque Organizational Performance: Acces la Success

Mosque is a non-profit community organization, where the purpose of its establishment is not to seek profit, so this objective makes it different from commercial organizations. "Takmir" (manager of a mosque)as a manager, has the responsibility and trust of the congregation. This was explanatory research with a quantitative approach. The level of a good trust can be improved by consinously improving the quality of variabels so that the mosque organization managed can run properly and correctly and the congregation's trust can be achived. When the good mosque governance concept with the principles, internal control and services are used properly, it will be able to improve organization performance. Congregation's trust in the takmir to improve the performance of the mosque's organization can be achieved by increasing the ability, kindness and integrity of the takmir. The congregation's trust in the takmir will affect its intensity in participating in activities organized by the mosque, in which it will directly affect the performance of the mosque's organization. For Next research, it is recommended to add a variable of the concept of leadership from organizational managers. The participation variable from the congregation and the community, and professional variables, Professional someone will have a positive and significant impact on the quality of work.

Physical activity in managing stress among managers during a COVID-19 pandemic-systematic review

Introduction: During the COVID-19 pandemic managers experienced additional stress connected with taking responsibility for workers at the time of a worldwide crisis. Maintaining a high level of physical activity in this specific group possibly could have contributed to keeping both management skills and health condition at a high required standard. The purpose of this review is to verify the range of scientific interest on the subject of physical activity among managers as a stress coping strategy during the pandemic. Materials and Methods: For this systematic review six studies were chosen (two of them are qualitative descriptive, three are cross-sectional, one is a report). The inclusion criteria were as follows: studies focusing on stress, physical activity and managers;studies conducted in the years of COVID-19 epidemic available in full-text. The exclusion criteria applied to studies where the managers' group was not specified. The number of study participants ranged from 20 to 255. Results: The frequency of exercise was insufficient and unsuitable to the managers' specific needs, especially during the demanding time of the COVID-19 pandemic. Conclusions: The managers were highly aware of the role of sport in lowering stress and improving health, especially during the pandemic. However, this has not resulted in more frequent physical activity among this group. There is a high probability that further confronting the leaders with their real physical activity daily habits would have influenced their reflection about the subject and initiated change.

The future is relational: management development for today and tomorrow

PurposeThe authors of this study aim to test a possible turn toward relational, as opposed to agentic, management development program (MDP) content.Design/methodology/approachThe authors performed a content analysis of the literature and qualitative interviews of management coaches/consultants from South Africa and the USA.FindingsIn both studies, the authors found more relational than agentic content comprising MDP content. Interviews revealed a predominance of relational strategies and that agentic and relational skills are often interwoven in development efforts.Practical implicationsThis work may guide management coaches and consultants to offer clients management development (MD) with a greater focus on relational skills.Originality/valueFuture studies should build on our findings to explore whether leadership may now require more relational as opposed to agentic skills.

Resilience Capability and Capacity in Unexpected Crises: Experiences and Lessons Learned in a Healthcare Organisation during the COVID-19 Pandemic

Aim. The current article aims to gain insight into (a) what characterises organisational resilience during an unexpected crisis such as COVID-19 and (b) how organisations respond to developments in their environments. Background. In times of societal crises, such as the COVID-19 pandemic, the resilience of the healthcare organisation is tested. Method. This research is based on a case study in a university hospital and a county hospital in Sweden using surveys with both structured and open answers. Results. The result shows ambiguity and "polarised” experiences, emphasising flexibility vs. structure, clear hierarchical information vs. spaces for peer learning through dialogue, and focus on acute care vs. determination to continue with core operations. Conclusion. The article concludes that the pandemic resulted in paradoxes, tensions, and new experiences in organisational processes and interactions. These create opportunities for learning not only during crises but also for improving nursing management in both acute and planned care. Three relations are important in building organisational resilience in crises: resilience capability, resilience capacity, and sustainable resilience practices. Implications for Nursing Management. Organisational resilience under extraordinary circumstances, such as a pandemic, as well as enhancing the previous literature on nursing management that offer a more individually oriented perspective.

Content and process approach to the job demands-resources model of emotional labour: A conceptual model

IMPACTThis article's conceptual model provides a holistic lens for exploring the work environment of emotional labour (EL). Research has demonstrated high levels of burnout and mental health issues among EL workers. The negative outcomes associated with EL work are even more pronounced in the present Covid-19 landscape. By understanding EL workers' cognitive processes, organizations stand a better chance of promoting work engagement, well-being, and effective organizational functioning. Practically, organizations may have to provide training and support to line managers to enable them to evolve within the same mindset as EL workers. Senior managers also have to exhibit visible support to workplace initiatives to allow for consistent implementation of job resources.

Building an OPAT service ‘without walls': what did we learn on the way?

ContextA collaborative clinical pathway developed between North Bristol NHS Trust (NBT), University Hospitals Bristol and Weston NHS Foundation Trust (UHBW) and Sirona Care and Health under the umbrella of Healthier Together @Home, Bristol North Somerset, and South Gloucestershire Integrated Care System (ICS).Multi-professional team including project management, nursing, pharmacy, infectious disease/microbiology and medical leaders, operational managers, finance, and HR teams collaborated to implement a new system-wide outpatient parental antimicrobial therapy (OPAT) pathway.Issue/ChallengeIssue: System partners had variation in access to OPAT. This was due to the number of staff with appropriate clinical skills (due to turnover and vacancies) available to deliver intravenous (IV) antimicrobials in a person's usual place of care rather than in an acute hospital. System pressures due to capacity not meeting demand, issues with flow and a need to increase elective capacity were significant drivers for change.Challenge: To develop an OPAT pathway with a truly collaborative approach, recognising the different organisations have varying competing services and plans. To develop, through a test and learn approach, an appropriate workforce model and identify additional opportunities to widen the scope of delivery @Home.Assessment of issue and analysis of its causesSystem group formed building on relationships developed through Covid Virtual Ward. Driver diagram completed with clinical and operational leads from the system, developing a shared vision. Clinical audit data alongside pre-existing activity data used to scope demand.Key stakeholders included in the design phase including medical & nursing staff, pharmacy, venous access teams, community nurses, operational managers supporting flow in the hospitals and in the community, project managers, recruitment teams and digital colleagues.Communication plan evolved to support teams understanding of the new pathway and its benefits. Additionally, this supported promotion of the service and helped gain executive support.ImpactBetween November 2021 and June 2022 (8 months) the integrated OPAT model received 160 referrals requiring varied levels of interventions from once-a-day administration or elastomeric 24-hour devices to three times a day delivery. Over 1600 bed days (7 full beds). Representing a value for money saving (if beds were used for elective recovery as proposed) of £345,000.The project had a phased approach starting with step down from hospital. The second phase is development of a step-up model, providing alternatives to hospital admission.InterventionThis project has demonstrated how system leadership can work across organisations through collaboration, joint vision with no one organisation in a lead role. Clinical leads from had a clear remit to develop collaborative working and engage the appropriate stakeholders. Multiple styles of leadership were used by different people within the project group helping inclusivity. Diversity of thinking with a multi-professional group helped the project address issues raised during the testing and learning phase and subsequently. Project management has been key, bringing the right people together with good transformation tools.Leadership was demonstrated by different professionals with a less traditional hierarchical structure. This enabled effective challenge and communication to happen to support progression. The 3 nursing teams co-led development of shared pathways and Standard Operating Procedures, taking time to understand other ways of working, whilst sharing knowledge and supervision. This has been particularly useful when supporting some of the more ‘wicked' problems such as sharing of information, handover, and governance without a shared electronic patient recordInvolvement of stakeholders, such as patients, carers or family members:Patient reported experience (n=48 to date) highlights high levels of satisfaction:Based on the care you, received, how would you rate the service? (Scale 1 â€' 10 high) 9 4 meanHow likely are you to recommend the service? (Scale 1-5 high) 4.6 meanKey MessagesSupportive, Compassionate and collaborative leadership, not competitionPsychological safety harnesses trust and honestyCo-creation of pathways leads to trust, shared knowledge and trainingClinically led meetings support delivery and ensured focus on alignmentDevelopment of a shared governance approach ensures learning from eventsDevelopment of shared communication tools ensured visibility of the serviceMeasurement of improvementPatient satisfaction and increased number of days patients spent at homeStrategy for improvementAn iterative, collaborative process with regular meetings of the core leadership and delivery team to capture lessons learnt, highlighting success and agree actions to resolve challenges.

DO WE REALLY NEED "HUMAN-CENTRIC LEADERSHIP" AND NEW COMMUNICATION CONTENT?

The business environment has been rapidly changing after the Covid-19 pandemic. Many organizations have been adopted a hybrid workforce. Employees can work from the corporate office, their home, or an alternative third space. Employee location became more important than company location, so countries started to create incentives to attract individuals. Organizations need new skills, they look to reskill capabilities of existing workforce or to "rent" talents to fill those skills gap. In 2022, exactly 35,174 foreigners worked in Serbia, which is about 12,000 more than in 2021. The most work permits were issued to citizens of China, Russia, followed by Turkey and India. Some authors suggest that next wave of flexibility will be around the question „when" employees are expected to work. The new work conditions had changed employee expectations as well. They expect flexibility in work policies, new well-being benefits, they want their organizations take actions on issues they care about and that their organization see them as a person, not just employee. Those trends are challenging traditional definitions of the manager and HR manager role. Managers will have to put more attention on employee outputs then on the processes. Kropp, Cambon and Clark (2021) said "When interactions become primarily virtual, managers can no longer rely on what they see to manage performance, and when relationships become more emotional, they can no longer limit the relationship to the sphere of work". We will probably need new methods and content in communication, empathic leaders and human-centric leadership. HR function will have to develop empathy skills in existing managers and show them how to use it as management tool or will have to find new managers. The paperwork will analyze the new circumstances in which organizations should function and the expectations and demands of employees today.

A Safety & Health Leader's Guide to DIVERSITY, EQUITY, INCLUSION & BELONGING

The mental health discourse need not involve the creation or invention of a whole new experience or dogma. When workers feel respected, valued, cared for and viewed holistically, rather than as "cogs in a system," the natural outflow will be mental health- "state of someone functioning at a satisfactory level of cognitive, emotional and behavioral adjustment." (U.K. OSH adviser, personal communication, 2022) In a social context, the safety and health team may facilitate a psychosocial hazard identification and risk assessment process, but the follow-up actions are likely to relate to people management systems. [...]this responsibility could sit with line management, human resources or an organizational effectiveness group.

Festival hiatus, resilience and innovation during COVID-19: learnings from the Edinburgh festivals

PurposeIn this paper, the authors explore how Edinburgh's key Festivals have adapted to the COVID-19 pandemic. Their response presents the emergence of more innovative festival delivery models and a different imagining of the festival space.Design/methodology/approachThe authors use a qualitative mixed methods research design involving 13 in-depth semi-structured interviews with Edinburgh's Festival Directors and other cultural and policy stakeholders as part of a University-funded stand-alone research project. The interviews were supplemented with participant observation at festivals virtually and in-person to experience new and emerging formats of festival content delivery, adherence to Scottish Government guidelines on COVID-19 safety, and to experience attending festivals during a pandemic.FindingsThe authors present findings on how Edinburgh's Festivals have responded to Covid-19 and how they have adapted – and in some cases reimagined – their business models to survive.Originality/valueThe authors propose a new theoretical framework that establishes a model for how festivals can approach risk management within their business model, focused on the ‘3R's' – respond, resilience and reimagine –with communication and support being central to this framework.