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At the beginning of the 2014 World Cup in Brazil, speculations were, as always, intense about who is going to win, this time around. As the most important sporting event in the football world was about to start, the sheer number of global audiences it gathers was bound to lead to a vast array of biased or unbiased predictions for its final outcome. Needless to say, it most definitely did.
Individual responsibility comes together with an organizational culture that is based on values such as reliability, transparency and autonomy. These values imply open mindedness and open communication with employees, trusting them that they will successfully manage and finalize their projects without the need for constant monitoring and control from the management’s side.
Throughout the years, the healthcare industry has become increasingly more complex due to technological and medical evolution and, as a result, it is characterized today by an overwhelming amount of information. Therefore, hospitals require an efficient information system that will enable the proper management of all these requirements.
The presentation “Relationship between Trust, Distributed Leadership and Job Performance in Health Care Context: Exploring the mediating role of Job Satisfaction” was offered, on the third day of the PMA 2014 Conference, by Ajay K. Jain, from the Department of Human Behavior and Organization Development, of the Management Development Institute Gurgaon, India and along with Franziska Guenzel-Jensen, of the Aarhus University.
All three concepts are nowadays generally known and used within organizations. In this context the question that arises most often refers to which one of them is the most effective. A relevant aspect to take into consideration is that there currently is no best choice between these processes. Each one can be the most suitable choice for an employee, depending on the organizational strategy, departmental goals and individual targets.
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