Educational reforms in EU in the last decade were coloured by decentralisation, deregulation and devolution of power. Universities have - it seems in parallel with the Lisbon strategy, the Bologna processes and the internationalisation and Europeanization of HE - become to be seen as a 'business', or better expressed as a 'service business', which should expand beyond the national borders and attract international students. Hence, universities, just as any other organization that operates in a dynamic environment, have to respond rapidly to changing environments in order to survive. This can be partly managed by adopting forms and practices used in corporate management, especially regarding forms of educational governance, but in the largest part by managing strategic paradoxes. In this respect we can find in the modern management literature different works related to paradoxes in the profit sector. However published works are mostly oriented to theoretical conceptualization of the notion of organizational paradoxes and to different organizational forms, without specifically considering higher education sector (e.g., compete or cooperate, centralize or decentralize, applicative or basic research, internally or externally oriented). The proposed paper presents different paradoxes that exist within universities, how deciding for one pole of paradoxes cannot solve them and what kind of weaknesses such solution brings. In the end management solutions, which go beyond 'either/or' thinking, are proposed and analysed.
B.03 Paper at an international scientific conferenceCOBISS.SI-ID: 3983575
The paper presents the concept of duality, which presupposes the synthesis of two apparently opposite organisationʼs properties. The fundamental research hypothesis argues that organisations, which are able to transcend the so-called duality paradox thus enhance their effectiveness and efficiency. In the research twenty-one dualities at the normative and strategic level of organisational policy have been examined. The results confirm the fundamental hypothesis even if they need to be considered in the light of the limitations of the research sample. Nevertheless, the findings arrived at provide a good starting point for a future research involving a larger sample of industries and organisations.
B.03 Paper at an international scientific conferenceCOBISS.SI-ID: 4205015
The purpose of this paper is to present the significance and the role of competences of the leading Slovenian managers and their connection to modern forms of organization. In the paper we present the results of the research that has been carried out on the sample of leading managers of Slovenian middle and big companies with which we have tried to establish statistical connection and influence of managerial competences on the choice of organizational structure. We have focused on the significance and the role of managerial skills (soft skills). Based on the results of the questionnaire, answered by 102 Slovenian leading managers, we establish that managerial competences are statistically characteristically less developed in managers leading their companies with traditional functional organizational structures. Findings of the research are of importance for all dealing with planning, organization, management and control of organizations.
B.03 Paper at an international scientific conferenceCOBISS.SI-ID: 4225751