Using of turquoise organization’s concept to benchmark indicators of creative team management
The purpose of this study is to study the possibilities of applying the turquoise type organization model in creative industries, where there is a need for constant staff development to achieve maximum results. When analyzing the turquoise organization model, a number of factors should be taken into...
| Main Authors: | , |
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| Format: | Article |
| Language: | English |
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Publishing House of the State University of Management
2022-07-01
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| Series: | Вестник университета |
| Subjects: | |
| Online Access: | https://vestnik.guu.ru/jour/article/view/3582 |
| _version_ | 1797243707231043584 |
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| author | A. R. Akopyan Yu. V. Vorontsova |
| author_facet | A. R. Akopyan Yu. V. Vorontsova |
| author_sort | A. R. Akopyan |
| collection | DOAJ |
| description | The purpose of this study is to study the possibilities of applying the turquoise type organization model in creative industries, where there is a need for constant staff development to achieve maximum results. When analyzing the turquoise organization model, a number of factors should be taken into account, on which it relies, and also choose from a number of them those that really have a significant impact on the formation of the turquoise approach in creative industries. At a certain stage, from a non-standard creative management model, one way or another, it is necessary to return to traditional management methods while maintaining the basic principles of the turquoise organization, which can be considered as a standard. The introduction of such tools into the creative team/process management system qualitatively improves the mechanism of managerial decision-making, and also allows it to be debugged through unidirectional actions of both managers and the entire creative team. To implement the task of standardization, a universal model of quantitative assessment of qualitative indicators was developed, taking into account the dynamics of their changes. At the same time, a model was built for selecting indicators for the formation of a set of personnel characteristics in order to benchmark them relative to the level of the same characteristics of the turquoise organization, taking into account the possibility of their transversal change over time. |
| first_indexed | 2024-03-08T04:18:23Z |
| format | Article |
| id | doaj.art-4d6e59fe9e1643478ef04f3d6458c198 |
| institution | Directory Open Access Journal |
| issn | 1816-4277 2686-8415 |
| language | English |
| last_indexed | 2024-04-24T18:59:23Z |
| publishDate | 2022-07-01 |
| publisher | Publishing House of the State University of Management |
| record_format | Article |
| series | Вестник университета |
| spelling | doaj.art-4d6e59fe9e1643478ef04f3d6458c1982024-03-26T14:23:11ZengPublishing House of the State University of ManagementВестник университета1816-42772686-84152022-07-010520320910.26425/1816-4277-2022-5-203-2092477Using of turquoise organization’s concept to benchmark indicators of creative team managementA. R. Akopyan0Yu. V. Vorontsova1State University of ManagementState University of ManagementThe purpose of this study is to study the possibilities of applying the turquoise type organization model in creative industries, where there is a need for constant staff development to achieve maximum results. When analyzing the turquoise organization model, a number of factors should be taken into account, on which it relies, and also choose from a number of them those that really have a significant impact on the formation of the turquoise approach in creative industries. At a certain stage, from a non-standard creative management model, one way or another, it is necessary to return to traditional management methods while maintaining the basic principles of the turquoise organization, which can be considered as a standard. The introduction of such tools into the creative team/process management system qualitatively improves the mechanism of managerial decision-making, and also allows it to be debugged through unidirectional actions of both managers and the entire creative team. To implement the task of standardization, a universal model of quantitative assessment of qualitative indicators was developed, taking into account the dynamics of their changes. At the same time, a model was built for selecting indicators for the formation of a set of personnel characteristics in order to benchmark them relative to the level of the same characteristics of the turquoise organization, taking into account the possibility of their transversal change over time.https://vestnik.guu.ru/jour/article/view/3582turquoise organizationcarlos sauramodelingcreative teamtransversalitymanagementstandardization |
| spellingShingle | A. R. Akopyan Yu. V. Vorontsova Using of turquoise organization’s concept to benchmark indicators of creative team management Вестник университета turquoise organization carlos saura modeling creative team transversality management standardization |
| title | Using of turquoise organization’s concept to benchmark indicators of creative team management |
| title_full | Using of turquoise organization’s concept to benchmark indicators of creative team management |
| title_fullStr | Using of turquoise organization’s concept to benchmark indicators of creative team management |
| title_full_unstemmed | Using of turquoise organization’s concept to benchmark indicators of creative team management |
| title_short | Using of turquoise organization’s concept to benchmark indicators of creative team management |
| title_sort | using of turquoise organization s concept to benchmark indicators of creative team management |
| topic | turquoise organization carlos saura modeling creative team transversality management standardization |
| url | https://vestnik.guu.ru/jour/article/view/3582 |
| work_keys_str_mv | AT arakopyan usingofturquoiseorganizationsconcepttobenchmarkindicatorsofcreativeteammanagement AT yuvvorontsova usingofturquoiseorganizationsconcepttobenchmarkindicatorsofcreativeteammanagement |