Search

Son yıllarda, özellikle içinde bulunduğumuz yüzyılın ilk çeyreğinde, çalışanlar yalnızca ekonomik ihtiyaçlarının değil psiko-sosyal ihtiyaçlarının da karşılanmasını beklemektedir. Proaktif yapıya sahip iş becerikliliği doğası gereği yenilikçi ve yaratıcı olduğundan çalışanın yaratıcı davranış sergilemesi kaçınılmazdır. Bu noktada çalışanların proaktif iş becerikliliği davranışlarının potansiyel tetikleyicisi lider desteğidir. İş becerikliliğinin yenilikçi davranış üzerine arttırıcı etkisinin lider desteği üzerinden gerçekleşebileceğine ilişkin beklenti, araştırmanın çıkış noktasını oluşturmaktadır. Bu çalışmanın amacı, çalışanların iş becerikliliği tutumlarının yenilikçi davranışa etkisinde lider desteğinin aracılık etkisinin olup olmadığını incelemektir. Araştırmanın evrenini, Türkiye’deki bir kamu kurumunun 81 ildeki merkez ve taşra teşkilatında görev yapan teknik ve idari personeli oluşturmaktadır. İş becerikliliği, yenilikçi davranış ve lider desteği ölçeklerinin kullanıldığı anket çalışması ile toplanan veriler Yapısal Eşitlik Modeli (YEM) Mplus7 programı ve SPSS 22 ile analiz edilmiş, veri uyum indeksleri incelenmiştir. Değerlendirme sonucunda, iş becerikliliğinin ve alt boyutlarının (görev becerikliliği ile bilişsel ve ilişkisel beceriklilik) yenilikçi davranışa etkisinde lider desteğinin aracılık rolü üstlendiği tespit edilmiştir. Ulaşılan sonuç iş becerikliliğinin lider desteği üzerinden yenilikçi davranışı arttırdığını göstermektedir. Bu bağlamda çalışmanın alan yazınına özgün bir bakış açısı getireceği düşünülmektedir.

Today, the working areas put forward the administration of change. In order to provide this; it is required from the organizations to be creative. Professional creativity in offices depends on an environment that enables the development of the organization only after the individual or collective exertions within the organization. By providing this environment, the organization will gain efficiency, productivity, and work pleasure. In order to bring up the workforce appropriate to the related expectations, the professional creativity of the office management and secretarial profession candidates should be evaluated, education programs appropriate to this and related directly with the service quality should be prepared and the future of this profession should be directed. The aim of this study is to ensure the attention to improve the prepared education program as well as the creative thoughts and their applications, when carrying out an office management and secretarial training. 144 students took place in this research and a questionnaire of 48 questions was carried out., {"references":["Black, R. A; Kırık Mum Boyalar, Nobel Yayın Dağıtım, Ankara, 2003,\np., 71, 78, 79","San, İ; Sanat ve Eğitim, Ankara Üniversitesi Eğitim Bilimleri Fakültesi\nYay─▒nlar─▒, Ankara, 1985, s. 9","Young, G. J; What is Creativity?, Journal of Creative Behavior 19, (2),\n1985, p., 77-78","Sargut, A. S; K├╝lt├╝rler Aras─▒ Farkl─▒la┼ƒma ve Yönetim, ─░mge Kitabevi,\nAnkara, 2001, s. 141","Tutar, H., Ba┼ƒp─▒nar ├û. N., Alt─▒nöz, M; Sekreterlik El Kitab─▒, Se├ºkin\nYay─▒nc─▒l─▒k. Ankara, 2007 s. 78-79","Sungur, N.; Yaratıcı Düşünce (2. Baskı), Evrim Yayınevi, İstanbul,\n1997, s. 151","Isacksen, S.G., Treffinger, D.J., Dorval, K.B; Creative Approach to\nProblem Soving, A Framework for Change Kendall / Hunt Pub. Co.\nBufallo, 2000, p., 19","Hunsaker, C.C; Management and Organizitional Behavior,The McGraw\nHill Co., 1997, p., 413","Cohen, C; Profesyonel Sekreterin El Kitabı, Rota Yayınları, İstanbul,\n1994, p., 27\n[10] Eker, S; Provas─▒z Hayatta Ki┼ƒisel Marka Olabilmek, Nobel Yay─▒n\nDa─ƒ─▒t─▒m, Ankara, 2007, 87\n[11] Aslan, A.E. ve diğerleri; Örgütte Kişisel Gelişim, Nobel Yayın Dağıtım,\nAnkara, 2002, s. 330\n[12] Yavuz, H. S; Yaratıcılık (3. Baskı), Boğaziçi Üniversitesi Yayınları,\n─░stanbul, 1996, s. 42-49\n[13] Alt─▒nöz, M., Par─▒ldar C. ve ├çak─▒ro─ƒlu, D; B├╝ro Yönetimi ve Sekreterlik\nMesle─ƒinde Yarat─▒c─▒l─▒k ve ─░lgili Böl├╝m ├û─ƒrencilerinini Yarat─▒c─▒l─▒k\nKapasitelerinin Ölçülmesi, Onsekiz Mart Üniversitesi Çanakkale Meslek\nY├╝ksekokulu, V. Ulusal B├╝ro Yönetimi ve Sekreterlk Kongresi,\n├çanakkale, 2006, s. 324-329\n[14] Hair, J.F., Robert P.B., David, J.O; Marketing Research, International\nEdition, Irwin McGraw - Hill, 2000, p., 391\n[15] Venker, K; Yaratıcılığınızı Ölçün, Deutschland; Politika, Kültür,\nEkonomi ve Bilim Forumu, T. Say─▒ 5/2004 Ekim/Kas─▒m, (2004), p.,\n64-66\n[16] Durna, U; Yenilik Yönetimi, Nobel Yay─▒n Da─ƒ─▒t─▒m, Ankara, 2003, s. 8-9\n[17] ├û─ƒ├╝t, A; Bilgi ├ça─ƒ─▒nda Yönetim (2. Bask─▒), Nobel Yay─▒n Da─ƒ─▒t─▒m,\nAnkara, 2003, s. 126-131\n[18] ┼×im┼ƒek, ┼×., ├çelik, A., Akgemci, T., Soysal A; Kariyer Yönetimi, Gazi\nKitabevi, Ankara, 2004, s. 4-5\n[19] G├╝ney, S., Ar─▒kan S. ve di─ƒerleri; Yönetim ve Organizasyon, Nobel\nYayın Dağıtım, Ankara, 2001, s. 480"]}

Organizational communication is an administrative function crucial especially for executives in the implementation of organizational and administrative functions. Executives spend a significant part of their time on communicative activities. Doing his or her daily routine, arranging meeting schedules, speaking on the telephone, reading or replying to business correspondence, or fulfilling the control functions within the organization, an executive typically engages in communication processes. Efficient communication is the principal device for the adequate implementation of administrative and organizational activities. For this purpose, management needs to specify the kind of communication system to be set up and the kind of communication devices to be used. Communication is vital for any organization. In conventional offices, communication takes place within the hierarchical pyramid called the organizational structure, and is known as formal or informal communication. Formal communication is the type that works in specified structures within the organizational rules and towards the organizational goals. Informal communication, on the other hand, is the unofficial type taking place among staff as face-to-face or telephone interaction. Communication in virtual as well as conventional offices is essential for obtaining the right information in administrative activities and decision-making. Virtual communication technologies increase the efficiency of communication especially in virtual teams. Group communication is strengthened through an inter-group central channel. Further, ease of information transmission makes it possible to reach the information at the source, allowing efficient and correct decisions. Virtual offices can present as a whole the elements of information which conventional offices produce in different environments. At present, virtual work has become a reality with its pros and cons, and will probably spread very rapidly in coming years, in line with the growth in information technologies., {"references":["Robert R. Aurner; Effective Communication in Business Management,\nSouth Western Publishing Company, Chicago, 1967, p.6.","Tamer Ko├ºel; ݶÇâ║letme Yöneticiligi, Yönetici Gelistirme Organizasyon ve\nDavran─▒s, Beta Bas─▒m Yay─▒m, İstanbul, 1998, s. 354.","James A., F. Stoner & Charles Wankel; Management, Prentice-Hall A.\nDivision of Simon & Schuster, Inc., Englewood Cliffs, New Jersey,1986, p., 499.","Luis E. Boone & David L. Kurtz; Management, Random House Business Division, New York, 1978, p., 458.","Haluk G├╝rgen; ├ûrg├╝tlerde İleti¶Çâ║im Kalitesi, Der Yay─▒nlar─▒, Istanbul,\n1997, s. 37.","Gerald M. Goldhaber; Organizational Communication, Wm. C. Brown, Dubuque, Ian., 1974, p., 121.","Frank E. Saal & Patrick A. Knight; Industrial/Organizational\nPsychology, Science and Practice, Brooks State University, California,\n1988, p., 428.","Haluk G├╝rgen; ├ûrg├╝tlerde İleti¶Çâ║im Kalitesi, Der Yay─▒nlar─▒, İstanbul,\n1997, s. 34.","Richard H. Hall; Organization Structure and Process, Prentice-Hall,\nInc., Englewood Cliffs, New Jersey, 1977, p., 270.\n[10] Arnold H. Schneider- William C. Donaghy- Pamela Jane Newman;\nOrganizational Communication, International Student Edition,\nMcGraw-Hill Kogakusha, Ltd, 1975, p.,7.\n[11] Reddens, W.C, George Sanborn; Business and Industrial\nCommunication, Harper and Row, New York, 1964, p., 3\n[12] Paul Preston; Communication for Managers, Prentice-Hall, Inc.,\nEnglewood Cliffs, New Jersey, 1989, p., 22.\n[13] Zeyyat Sabuncuoğlu; End├╝stiyel Davran─▒¶Çâ║lar, İ.T.İ.A. ݶÇâ║letme Fak├╝ltesi\nYay─▒n─▒, Bursa, 1982, s. 169.\n[14] David D. Van Fleet; Contemporary Management, Houghton Mifflin\nCompany, Boston, 1988, p., 329.\n[15] Kenneth N. Wesley and Gary A. Yokel; Organizational Behavior and\nPersonnel Psychology, Homewood, III, Irwin 1984, p., 80.\n[16] Daniel Katz & Robert Kahn; The Social Psychology of Organizations,\n2d ed., Wiley, New York, 1978, p., 440.\n[17] Robert E. Kaplan; \"Trade Routes: The Manager-s Network of\nRelationships\", Organizational Dynamics 12, No. 4, 1984, p., 38-40\n[18] Ramon J. Aldag & Timothy M. Stearns; Management, South-Western\nPublishing Co., Cincinnati, Ohio, 1987, p., 490.\n[19] Hasan Tutar & Mehmet Alt─▒nöz; \"B├╝ro Yönetimi ve İleti¶Çâ║im Teknikleri\"\nAnkara, 2004, s. 200.\n[20] Rockart, J.; Towards Survivability of Communication: Intensive New Organization forms. Journal of Management Studies, 35, 1998, p., 417\n[21] Rice, R. & Ste─▒nf─▒eld, C.; New forms of Organizational Communication via Electronic Mail and Voice Messaging. Telematics and Work, 1991,p., 109.\n[22] David D. Van Fleet; Contemporary Management, Houghton Mifflin Company, Boston, 1988, p., 333."]}

This study focuses on bureau management technologies and information systems in developing countries. Developing countries use such systems which facilitate executive and organizational functions through the utilization of bureau management technologies and provide the executive staff with necessary information. The concepts of data and information differ from each other in developing countries, and thus the concepts of data processing and information processing are different. Symbols represent ideas, objects, figures, letters and numbers. Data processing system is an integrated system which deals with the processing of the data related to the internal and external environment of the organization in order to make decisions, create plans and develop strategies; it goes without saying that this system is composed of both human beings and machines. Information is obtained through the acquisition and the processing of data. On the other hand, data are raw communicative messages. Within this framework, data processing equals to producing plausible information out of raw data. Organizations in developing countries need to obtain information relevant to them because rapid changes in the organizational arena require rapid access to accurate information. The most significant role of the directors and managers who work in the organizational arena is to make decisions. Making a correct decision is possible only when the directors and managers are equipped with sound ideas and appropriate information. Therefore, acquisition, organization and distribution of information gain significance. Today-s organizations make use of computer-assisted "Management Information Systems" in order to obtain and distribute information. Decision Support System which is closely related to practice is an information system that facilitates the director-s task of making decisions. Decision Support System integrates human intelligence, information technology and software in order to solve the complex problems. With the support of the computer technology and software systems, Decision Support System produces information relevant to the decision to be made by the director and provides the executive staff with supportive ideas about the decision. Artificial Intelligence programs which transfer the studies and experiences of the people to the computer are called expert systems. An expert system stores expert information in a limited area and can solve problems by deriving rational consequences. Bureau management technologies and information systems in developing countries create a kind of information society and information economy which make those countries have their places in the global socio-economic structure and which enable them to play a reasonable and fruitful role; therefore it is of crucial importance to make use of information and management technologies in order to work together with innovative and enterprising individuals and it is also significant to create "scientific policies" based on information and technology in the fields of economy, politics, law and culture., {"references":["G Stephan P. Robbins; \"Management; Concept and Practice\"s,\nEnglewood, Cliffs, New Jersey: Prentice-Hall, Inc., 1984, p., 4.","Davis B. Gordon; \"Management Information Systems, Conceptual\nFoundation, Structure and Development\", New York McGraw-Hill,\nBook Company, 1074, p., 7.","Don Steinberg; \"EDI Is Making Business Reconsider, Traditionals\nMethods\" PC Week Connectivity, July, 28, 1971.","Charles B. Hicks-Irene Place; \"Office Managemen\"t, Second Edition,\nAllyn and Bacon, Inc., Boston, 1963, p. 53.","Richard L. Darf; \"Organization Theory and Design, The West Series in\nManagement\" San Francisco, West Publishing Company, 1983, p. 329.","Robert Kreither; \"Management\", Boston, Houghton Mifflin Company,\n1983, p. 449.","Geoffrey Eliot & Susan Starlings; \"Business Information System\"s,\nLongman, Dorchester, 1998, p., 17.","Gordon B. Davis-Margaret H. Olson; \"Management Iformation Systems,\nConceptual Foundations, Structure and Development\", McGraw-Hill\nCompany, New York, 1985, p., 4.","Hasan Tutar, Mehmet Alt─▒nöz; \"B├╝ro Yönetimi ve ─░leti┼ƒim Teknikleri\".\nAnkara, 2004, s. 228.\n[10] DeSanctis, G., and R. B. Gallupe; \"A Foundation For The Study Of\nGroup Decision Support Systems\". Management Science 33: 1987, 589-\n609.\n[11] Jeremy Main; \"At Last Sofware, CEOs, Can Use\", Fortune, March 13,\n1986, p., 77.\n[12] Adem ├û─ƒ├╝t; \"Bilgi ├ça─ƒ─▒nda Yönetim\". Ankara, 2003, s. 258."]}