Factors Affecting Organizational Management to Achieve Excellence For Modern Business Entrepreneurs
Article Sidebar
Main Article Content
Abstract
This article aimed to study the factors influencing organizational management toward excellence for modern business entrepreneurs in a quantitative research framework. The data was collected using an online questionnaire from 400 private sector business owners in Bangkok and its surrounding areas. The findings of the study revealed the following: 1) The suitability of data analysis: using KMO and Bartlett’s Test, it was found that 13 key factors influence organizational management toward excellence for modern business entrepreneurs. These 13 factors include: factor 1 knowledge creation, factor
2 operational systems, factor 3 organizational management, factor 4 new management approaches, factor 5 organizational planning, factor 6 policy setting, factor 7 performance evaluation, factor 8 work processes, factor 9 building commitment, factor 10 development and promotion, factor 11 reducing operational steps, factor 12 customer relationship management, factor 13 goal implementation. 2) The hypothesis testing results that the linear multiple regression analysis revealed that all 13 factors significantly affect the organizational management model toward excellence for modern entrepreneurs at a statistical significance level of 0.05. Conclusion/Findings: The research concludes that organizational management aimed at excellence for modern entrepreneurs should begin with understanding the organization, planning operations or action plans, understanding customer needs and expectations, and using real data for management.
Article Details
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
References
Blanchard, K. (2007). Leading at a higher level: Blanchard on leadership and creating high performing organizations. FT Press.
Brooks, I., & Linder, J. C. (2004). Performance management and the balanced scorecard. Strategy & Leadership, 32(6), 34-42.
Buytendijk, F. (2006). Performance leadership: The next practices to motivate your people, align stakeholders and lead your industry. McGraw-Hill.
Chaiwong, W. (2015, May 16). Best Practice: Integrated Organizational Development Concept. http://m.exteen.com/blog/takato/20091211
Cherakan, K. (2014). Human Resource Management in Modern Business (Present to the Future). Suthiparithat journal, 28(86), 322-337.
Daycharin, P. (2007). Learning Organization, Organizational Culture. Pim Dee.
De Waal, A. A. (2015). The characteristics of a high performance organization. https://doi.org/10.2139/ ssrn.931873
Decharin, P. (2006). The strategic performance measurement system: The balanced scorecard and beyond. Journal of Business Strategy, 27(1), 47-56.
Division of Trade Information and Economic Indices. (2019). Modern Trad. http://www.thaibio gonline.com/sod
Donnkham, I. (2018). Modern Trade. Kamphaeng Phet Rajabhat University.
Holbeche, L. (2005). The high performance organization: Creating dynamic stability and sustainable success. Elsevier.
Juito, A. (2011). Performance measurement and management: A framework for success. International Journal of Productivity and Performance Management, 60(3), 273-285.
Jupp, V., & Younger, M. P. (2004). A Value Model for the Public Sector. Outlook, 6(3), 42-51.
Linder, J. C. & Brooks, J. D. (2004). Transforming the Public Sector. Outlook Journal, 48, 9.
Lohsuwanrat, T. (2008). Management Information System (9th ed.). S & J Graphic.
Miller, P. (2001). Communication mode and the information processing capacity of Hebrew readers with prelingually acquired deafness. Journal of Developmental and Physical Disabilities, 13, 83–96.
Roffey Park’s. (2015, May 21). Research report living in a matrix. https://www.roffeypark.com/wp-content/uploads/2024/04/Living-in-a-Matrix-Report-with-cover.pdf.
Thor, C. G. (1994). The measurement imperative: How to ensure business success through effective benchmarking and performance evaluation. McGraw-Hill.
