Mehmet Ali KÖSEOĞLU, Kemal KARAYORMUK, Köksal BÜYÜK

İŞGÖRENLERİN İŞLETME STRATEJİLERİNİ ÖĞRENME YOLLARI SEKTÖRLERE GÖRE DEĞİŞİR Mİ? AFYONKARAHİSAR'DAKİ İŞLETMELER ÜZERİNE BİR ARAŞTIRMA

Bu çalışma, işgörenlerin işletme stratejilerini nasıl öğrendiklerini ortaya çıkartarak, öğrenme yollarına ilişkin sektörler arasında farklılık olup olmadığını tespit etmektedir. Bu bağlamda Afyonkarahisar’daki özel sektörde çalışanlara anket uygulanmıştır. Elde edilen veriler ışığında işgörenlerin işletme stratejisini öğrenirken “sorumlu olunan ilk amirle grup olarak toplantı”, “sorumlu olunan ilk amir ile birebir görüşme”, “üst düzeydeki yöneticinin bilgilendirme toplantısı”, “sloganlar ve t-shirt gibi materyaller”, “işletmenin yayınladığı bülten, veya duyuru panolarındaki yayınlar” yöntemlerini daha çok tercih ettiği tespit edilmiştir. Ayrıca işgörenlerin stratejiyi öğrenirken kullandıkları yöntemler çalıştıkları sektörlere (sanayi/hizmet) göre farklılık göstermektedir. Son olarak uygulama ve literatür için değerlendirmeler yapılarak gelecekte yapılabilecek çalışmalar için öneriler sunulmuştur

Anahtar Kelimeler:

Strateji, iletişim, öğrenme, sanayi, hizmet

İŞGÖRENLERİN İŞLETME STRATEJİLERİNİ ÖĞRENME YOLLARI SEKTÖRLERE GÖRE DEĞİŞİR Mİ? AFYONKARAHİSAR'DAKİ İŞLETMELER ÜZERİNE BİR ARAŞTIRMA

The present study aims to reveal how employers learn the strategies of an organization and whether there are differences in ways of learning according to sectors. In this respect, a questionnaire was administered to the employers working in the private organizations located in Afyonkarahisar. In light of the findings, it can be claimed that while learning the strategies of the organization, employers usually prefer these strategies “meeting with the supervisor who is directly responsible for the issue”, “individual meeting with the supervisor who is directly responsible for the issue”, “meetings with the top managers for the purpose of information sharing”, “materials such as slogans and t-shirts”, “bulletins issues by the organization”, or “the announcements in bulletin boards”. Moreover, the strategies used by the employers vary from one sector to another (industry/service). Finally, suggestions were made for the future research

Keywords:

Strategy, communication, learning, industry, service,

PDF

___

AALTONEN, P., IKAVALKO, H. (2002). Implementing strategies successfully, Integrated Manufacturing Systems, 13(6), pp. 415- 418.
ALEXANDER, L. (1994). Communicating a firm’s strategy to employees: an empirical analysis, unpublished paper
(Aktarıldı Al-Ghamdi, Roy & Ahmed, 2007).
ALEXANDER, L.D. (1991). “Strategy implementation: nature of the problem”, in Hussey, D.E. (Ed.), International
Review of Strategic Management, Vol. 2 No. 1 pp. 73-91. Al-GHAMDİ, S. M., Roy, M. H. & AHMED, Z. H. (2007). “How employees learn about corporate strategy An empirical analysis of a Saudi Arabia manufacturing company”, Cross Cultural Management: An International Journal, 14(4), 273-285.
BEER, M. & EİSENSTANT, R. (2000). “The silent killers of strategy implementation and learning”, Sloan Management Review, 41, 29-41.
BERRY, G.R., (2006). “Can Computer-Mediated Asynchronous Communication Improve Team Processes And Decision Making? Learning From The Management Literature”, Journal of Business Communication, 43(4), 344- 3
BOLARİNWA, J.A. & OLORUNFEMİ, D.Y. (2009). Organizational Communication for Organizational Climate and Service in Academic Libraries, Library Philosophy and Practice, ISSN 1522-0222, pp. 1-5.
BUHALİS, D. (2003) eTourism: Information Technology for Strategic Tourism Management, Prentice Hall, London.
CLOW, E. K. ve BAACK D. (2007). Integrated Advertising, Promotion, And Marketing Communications, Pearson
Prentice Hall, New Jersey. CONRAD, C. (1990). Strategic Organizational Communication, Saunders College Publishing, United States of America.
CRONBACH, L. J. (1951). “Coefficient alpha and the internal structure of tests”, Psychometrica, 16, pp.297- 334.
CURRİE, G. (1999). “The influence of middle managers in the business planning process: a case study in the UK
NHS”, British Journal of Management, 10 (2), 141-55. DAFT, R., SORMUNEN, J. & PARKS, D. (1998). “Chief executive scanning, environmental characteristics, and performance: an empirical study”, Strategic Management Journal, 9(2), 123-140.
DUBRIN, A. J., (1997), Essentials of Management, South Western College Publishing, 4.Ed., Ohio.
ERGENELI, A., ERYIĞIT, M., (2001), “Öğretim Elemanlarının İş Tatmini: Ankara’da Devlet ve Özel Üniversite
Karşılaştırması”, Hacettepe Üniversitesi İ.İ.B.F. Dergisi, 19(2), 159-178. FENTON-O'CREEVY, M. (2001). “Employee involvement and the middle manager: saboteur or scapegoat?”,
Human Resource Management Journal, 11 (1), 24-40. GALOSY, J. (1990). “The human factor in mergers and acquisitions”, Training and Development Journal, 44(4), 90
GERARD, K. (1986). “After the merger comes the hard part”, Across the Board, 23(7), 50-54.
GOODMAN, J. & TRUSS, C. (2004). “The medium and the message: communicating effectively during a major change initiative”, Journal of Change Management, 4(3), 217-229.
HALİS, M. (2000), “Örgütsel İletişime İlişkin Bir Değerleme”, 8. Ulusal Yönetim ve Organizasyon Kongresi
Bildiriler Kitabı, Erciyes Üniversitesi İİBF, Nevşehir, 529- 541. HARIS, T. E., (2002) Applied Organizational Communication: Principals and Pragmatics for Future Practice, 2nd edition, Lawrence Erlbaum, USA.
HIMSTREET, W. C., BATY, W. M., (1969), Business Communication: Principles and Methods, 3.rd ed..,
Wadsworth Pub. Co., California. HUSEMANN R. C., LAHIFF, J. M., PENROSE, J. M., (1988), Business Communication: Strategies and Skills, 3.rd ed., Dryden Press, Chicago.
JOHNSON, G. & SCHOLES, K. (2002). Exploring Corporate Strategy, 6th ed., FT/Prentice-Hall, London.
KANTER, R. M., STEIN, B. A., JICK T. D., (1992), The Challenge of Organizational Change, The Free Pres, NY.
KİTCHEN, P. & DALY, F. (2002). “Internal communication during change management”, Corporate
Communication: An International Journal, 7(1), 45-63. KLEİN, S. (1996). “A management communication strategy for change”, Journal of Organizational Change Management, 8(2), 32-46.
LOK, P. & CRAWFORD, J. (1999). “The relationship between commitment and organizational culture, subculture, leadership style and job satisfaction in organizational change and development”, Leadership & Organization
Development Journal, 20(7), 366-374. MEGGINSON, L. C., MOSLEY, D. C., PIETRI, P. H., (1992), Management Concepts and Applications, 4th ed.,
Harper Collins Publishers. MUNTER, M., (1987), Business Communication:Strategies and Skill, Prentice Hall Int., NJ.
PARNELL, J. A. & MENEFEE, M. L. (2007), “The View Changes at the Top: Resolving Differrences in Managerial
Perspectives on Strategy”, S.A.M. Advanced Management Journal, 72 (2), 4-14. PARNELL, J. A. (2003). “Five Critical Challenges in Strategy Making”, S.A.M. Advanced Management Journal, 68 (2), 15- 22.
PENG, W. & LİTTELJOHN, D. (2001). “Organisational communication and strategy implementation – a primary inquiry”, International Journal of Contemporary Hospitality Management, 13(7), 360-363.
PRICE, J.L. (1997), “Handbook of Organizational Measurement”, International Journal of Manpower, 18(4/5/6), pp. 303- 358.
Qi, H. (2005). “Strategy Implementation: The Impact of Demographic Characteristics on the Level of Support