95 10 3494 https://omeka.ibu.edu.ba/files/original/2fff888fcdde222dd32cf68ee5cb16f5.pdf 9b3b0e6320b88b61b9963f56d433e961 PDF Text Text Effects of HerbaGreen application on vegetative developments of some grapevine rootstocks during nursery propagation in glasshouse Zeki KARA Selcuk University Faculty of Agriculture Department of Horticulture 42003 Konya, Turkey zkara@selcuk.edu.tr Ali SABIR Selcuk University Faculty of Agriculture Department of Horticulture 42003 Konya, Turkey asabir@selcuk.edu.tr Abstract:Substantial developments in wine and grape markets worldwide have resulted in a gradual increase in vineyards planting. This case synchronously increased the demand for grape planting materials. Environmentally healthy applications in the production of vigorous planting material are basic subjects of adaptation in sustainable agriculture. In this study, effects of HerbaGreen (a 100% natural product containing 40% CaO, 4% SiO2, 1% MgO and 1% Fe2O3 in 1 µm granules) spraying on shoot development characteristics of one year old grape rootstocks 140 Ru, 99 R and 41 B were investigated during nursery production in glasshouse. HerbaGreen pulverization resulted in the formation of longer shoots across the rootstocks, varying from 51.4 cm (99 R) to 53.4 cm (140 Ru) while shoot lengths of the control plants were 35.6, 38.5 and 39.1 cm for 41 B, 140 Ru and 99 R, respectively. Besides, certain vegetative features such as shoot development level and lateral shoot number were also improved by application, depending on the responses of genotypes. General observations suggest that HerbaGreen would be beneficial in production of robust saplings by accelerating vegetative development without environmental hazard and therefore would be recommended to use in sustainable viticulture practices. Introduction In intensified agriculture techniques, chemical fertilizers, fungicides, pesticides, and herbicides have become most common practices. However, these applications have had some undesirable results such as the loss or depletion of topsoil, land becomes less fertile, and the excessive use of such chemicals has resulted in pests resistant to the current chemicals resulting in the development of even stronger chemicals (Denholm et al., 2002). Consequently, environment is being damaged by toxic materials, chemicals leaching into rivers and water reservoirs are contaminating our drinking water, and the effect of global warming is becoming a major part of the political agenda. For a sustainable and environmentally healthy agriculture, the cultivated soil has to be protected by working with natural sources. Such practices include the use of organic fertilizers to replenish the cultivated soil (Doran et al., 1996). The principal aims of organic agriculture is to produce food of high nutritional quality in sufficient quantity, to interact in a constructive and life-enhancing way with natural systems and cycles, to encourage and enhance biological cycles within the farming system, to maintain and increase long-term fertility of soils, to promote the healthy use and proper care of water, to help in the conservation of soil and water, to use renewable resources in locally organized agricultural systems, to minimize all forms of pollution that may result from agricultural practice, to maintain the genetic diversity of the agricultural system and its surroundings, including the protection of plant and wildlife habitats, to consider the wider social and ecological impact of the farming system (Ingels, 1992; Kara, 2007; Sabir & Sabir, 2009). 127 �Recently, researchers and developers have discovered many agents that promote plant growth and/or restrict the attack of pest and diseases (Kara, 2009). Many are environmentally safe products that contain different biocontrol agents. Plant growth stimulating products, such as HerbaGreen (100% natural product containing CaO, MgO, Fe2O3, SiO2) are also beneficial substances for a vigorous and healthy developments in both vegetative and generative respect to resist pests and diseases. In this study, the effects of HerbaGreen applications on vegetative developments of young grapevine plants were aimed to investigate under nursery conditions. The Study The grape rootstocks 140 Ru (V. berlandieri x V. rupestris), 99 R (V. berlandieri x V. rupestris) and 41 B 41 B (Chasselas x V. berlandieri) were used as plant materials. The hardwood cuttings used in this research were taken from dormant vines. Cuttings were prepared as about 35 cm long and 0.8 to 1.4 cm thick, including four or five buds each. Perlite was used as the rooting media under glasshouse conditions with intermitted mist units (about 10 s per 10 min interval). Cuttings were placed into Richter chests filled with moistened perlite. The perlite was kept moist throughout the experiment. The chests were kept in temperature-controlled room maintained at 20±5 °C. Four weeks after the cuttings were potted; all living plants were transplanted to polyethylene bags and moved to a glasshouse. The plastic tubes contained soil, perlite, peat and manure with percentages of 25% for each substance. A total of 30 plants were used for application of each genotype, dividing into three replicates. HerbaGreen, made of carbonate calcium, silica, magnesium and certain trace elements (Table 1), were pulverized onto the plant in the concentration of 0.5% with weekly intervals, while no application was performed to those belonging to control group. 5 g HerbaGreen was mixed with pure water (according to the specifications of the company) and afterwards shake vigorously before pulverization for four time intervals in 30 min. Applications were performed with a hand-pump pressure spray systems equipped with an integrated swirl mechanism. Pulverizations were commenced when the first leaf on the cuttings was half-open in rooting stage within the perlite medium. All the plants were irrigated with 2 or 3 days intervals depending on weather conditions without using any supplementary nutritional matter. Data were collected on shoot length (cm), shoot development level (0-4 scale), shoot diameter (mm), lateral shoot number and leaf dry weight (g). Data were subjected to analyses of variance (TARIST) and were separated using LSD multiple range test (level 0.01). Main components warranted CaCO3 (Carbonate calcium) SiO2 (Silicium dioxide) MgO (Magnesium oxide) Fe2O3 (Iron) pH Percentage (%) 40 4 1 1 8-10 Table 1. Main components of HerbaGreen Findings Pulverization of HerbaGreen on young grapevine plants with a concentration of 0.5% promoted the shoot elongation in varying degrees depending on genotypic aptitude (Fig. 1). Actually, effects of HerbaGreen application on shoot elongation, leaf development and leaf color of entire plants were noticeable when the shoots were approximately five cm (data not shown). Differences between means of HerbaGreen treated and non treated groups with respect to shoot length, shoot development level, shoot diameter, lateral shoot number and leaf dry weight parameters were statistically significant at p<0.01 level. 128 �Figure 1. The effects of HerbaGreen application on shoot length (cm) HerbaGreen applications resulted in the formation of longer shoots across the rootstocks, varying from 51.4 cm (99 R) to 53.4 cm (140 Ru). On the other hand, shoot lengths of the control plants (35.6, 38.5 and 39.1 cm for 41 B, 140 Ru and 99 R, respectively) were significantly lower than those of applications. Responses of grapevine rootstocks to application were different by means of shoot development level (Fig. 2). HerbaGreen spraying significantly improved the shoot development levels of 41 B and 140 Ru rootstocks although control group of 99 R exhibited better shoot development. Such improvement in vegetative development would be anticipated to promote vine resistance to stress conditions (Santalucia et al., 2007) such as drought and cancerous conditions both of which are principal agriculture-restrictive factors predominating in Konya province (Anonymous, 2007). Figure 2. The effects of HerbaGreen application on shoot development level The highest value with respect to shoot diameter was observed in HerbaGreen treated plants of 140 Ru although application was unable to enhance the thicknesses’ of other rootstocks (Fig. 3). Actually, grapevine rootstocks exhibit significant variation in terms of physiological activities (Reynolds and Wardle, 2001), most likely because of the fact that they have been bred via complex hybridizations of a wide range of North American Vitis species (Weaver, 1976; Pongracz, 1983). Different responses of rootstocks used in this study are in agreement with that fact. 129 �Figure 3. Effect of HerbaGreen application on shoot diameter (mm) Lateral shoot numbers were always higher in HerbaGreen treated plants than those of control groups (Fig. 4). Especially, the response of 99 R to application regarding lateral shoot number was noticeable. It is well known that lateral shoot emergence in grapevines could be influenced easily by applications or climatic conditions, although response magnitude of such activity is genotype-dependent (Tezuka et al., 1980). 140 Ru, in this sense, did not respond in the similar manner observed in 41 B and 99 R. Leaf dry weight values of 41 B and 99 R were increased by HerbaGreen pulverization although 140 Ru did not respond in the same manner (Fig. 5). As stated by Howell (2001) previously, it is proposed that response in achieving leaf weight of vines would vary with regard to cultivars or rootstocks. Regardless, vine balance is most readily understood when based on the principles of leaf development balance as mediated through well-understood factors such as gram dry weight at a certain stage of development. Figure 4. Effect of HerbaGreen application on lateral shoot number Besides the findings presented above, obvious vitalization of the green mass of vines was noticeable. The leaves were of dark green color (data not shown). Such case would imply that HerbaGreen might accelerate the photosynthetic activity in leaves. 130 �Figure 5. Effect of HerbaGreen application on leaf dry weight (g) Conclusions HerbaGreen application had obvious impact on the vegetative development by promoting shoot elongation, leaf enlargement, thickening, and final take of plants. Furthermore, it helped the vines to produce greenish leaves which ensure optimum photosynthesis process. Considering the overall findings obtained in this study, HerbaGreen would be recommended a plant growth promoting agent for a vigorous and healthy vine development in sustainable viticulture. Acknowledgement This study supported by Selcuk University of Scientific Research Board (BAP). References Anonymous. (2007). Report on the potential and problems in utilization of water resources in Konya plain p. 29. Konya Regional Directorate of State Hydraullic Works, (in Turkish). Denholm, I., Devine, G.J. &Williamson, M.S. (2002). Evolutionary genetics. Insecticide resistance on the move. Science, 297 (5590): 2222-2223. Doran, J.W., Sarrantonio, M. & Liebig. M.A. (1996). Soil and health and sustainability. Advances in Agronomy 56: 154. Howell, G.S. (2001). Sustainable grape productivity and the growth-yield relationship: A Review. AJEV. 52(3): 165174. Ingels, C.A. (1992). Sustainable agriculture and grape production. AJEV, 43 (3): 296-298. Kara, Z. (2007). Sustainable viticultural activities in Turkey. Agricultura 1-2 (61-62): 1-11. Kara, Z. (2009). Sustainable viticultural practices, Summer School Envirohort IP 19-31st July, 2009 TUM-WZW Freising Germany. Pongracz, D.P. (1983). Rootstocks for grapevines. David Philip Publisher, Cape Town South Africa, p 1-150. Reynolds, A.G. & Wardle, D.A. (2001). Rootstocks impact vine performance and fruit composition of grapes in British Colombia. Hort Technology, 11 (3): 419-427. 131 �Sabir, A. & Sabir, F.K. (2009). Postharvest treatments to preserve table grape quality during storage and approaches to find better ways alternative for SO2. Advances in Environmental Biology, 3 (3): 286-295. Santalucia, G., Barbagallo, M.G., Costanza, P., Di Lorenzo, R. & Pisciotta, A. (2007). Vegetative and reproductive behaviour of Vitis vinifera L. (Cv. 'Cabernet Sauvignon') vines growing under non-irrigated conditions and moderate water stress induced by different irrigation systems. Acta Hort. (ISHS) 754: 323-328. Tezuka, T., Sekiya, H. & Ohno, H. (1980). Physiological studies on the action of CCC in Kyoho grapes. Plant and Cell Physiology, 21 (6): 969-977. Weaver, R.J. (1976). Grape growing. Publ. John Wiley and Sons- New York p 371. 132 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 342 Title A name given to the resource Effects of HerbaGreen application on vegetative developments of some grapevine rootstocks during nursery propagation in glasshouse Author Author KARA, Zeki SABIR, Ali Abstract A summary of the resource. Substantial developments in wine and grape markets worldwide have resulted in a gradual increase in vineyards planting. This case synchronously increased the demand for grape planting materials. Environmentally healthy applications in the production of vigorous planting material are basic subjects of adaptation in sustainable agriculture. In this study, effects of HerbaGreen (a 100% natural product containing 40% CaO, 4% SiO2, 1% MgO and 1% Fe2O3 in 1 μm granules) spraying on shoot development characteristics of one year old grape rootstocks 140 Ru, 99 R and 41 B were investigated during nursery production in glasshouse. HerbaGreen pulverization resulted in the formation of longer shoots across the rootstocks, varying from 51.4 cm (99 R) to 53.4 cm (140 Ru) while shoot lengths of the control plants were 35.6, 38.5 and 39.1 cm for 41 B, 140 Ru and 99 R, respectively. Besides, certain vegetative features such as shoot development level and lateral shoot number were also improved by application, depending on the responses of genotypes. General observations suggest that HerbaGreen would be beneficial in production of robust saplings by accelerating vegetative development without environmental hazard and therefore would be recommended to use in sustainable viticulture practices. Date A point or period of time associated with an event in the lifecycle of the resource 2010-06 Keywords Keywords. Conference or Workshop Item PeerReviewed Q Science (General) https://omeka.ibu.edu.ba/files/original/5d68af629fe27c641c6636337d23e6f0.pdf 33fabf6bac700a4af0b8471073a2d165 PDF Text Text 3rd International Symposium on Sustainable Development, May 31 - June 01 2012, Sarajevo Whıte, T.H. (1996). Working in Interesting Times: Employee morale and business success in the information age. Vital Speeches of the Day”, , Vol XLII, No. 15. Whitney, D. and Trosten-Bloom, A. (2003). The Power of Appreciative Inquiry. San Francisco, CA: Berrett Koehler, pp. 69-71. Yurdakul, S. (2009). “Olumlu Sorgulama (AI): Teorik Temelleri; Pratikte Uygulanması,” www.ikedaconsulting.com, Date of access: 17.03.2012. Yüksel, M. (2000), “Yönetişim Kavramı Üzerine”, Ankara Barosu Dergisi, 58(3):145-159. Effects Of Hoshin Kanri And Balance Scorecard With Integrated Strategic Plan To Sustainable Development: Application To Chamber Of Commerce And Industry Buket Karatop1 Zeynep Kahraman2 Cemalettin Kubat3 Özer Uygun3 Adem Korkmaz4 1Süleyman Demirel Üniversitesi, Uluborlu Selahattin Karasoy MYO, Elektronik ve Otomasyon Bölümü, Isparta 2Süleyman Demirel Üniversitesi, Mühendislik Fakültesi, Endüstri Mühendisliği Bölümü, Isparta 3Sakarya Üniversitesi, Mühendislik Fakültesi, Endüstri Mühendisliği Bölümü, Sakarya 4Isparta Ticaret ve Sanayi Odası, Isparta E-mails: buketkaratop@sdu.edu.tr, zeynepkhrmn11@hotmail.com,kubat@sakarya.edu.tr ouygun@sakarya.edu.tr,ademkorkmaz@sdu.edu.tr Abstract Strategic management can be defined as an administrative technique in taking decisions for the future in an organization, implementation and evaluation. In fact, It can be said that, applications of strategic management provides sustainable development. Strategic management has a dynamic structure and it requires continuous improvement. When Strategic management is used integrated with management tools such as Total Quality Management, Process Management, Hashin Kanri can be more efficient and effective. Using Balance 358 �3rd International Symposium on Sustainable Development, May 31 - June 01 2012, Sarajevo Scorecard (BSC) as a tool for performance assessment in strategic management and Hoshin Kanri for continuous improvement İs resulted as increase in efficiency. Strategic management which has a vital importance in institutions and organizations and which is a derivative of its strategic plan is been more practical with Hoshin Kanri. Hoshin Kanri which has a process-oriented structure and it is a method that works to enrich the process, is proved with studies in strategic planning help us to be more effective results. On the other hand, BSC is a comprehensive system for focusing on strategies to manage in organizations that combines and evaluates both financial and non-financial (physical) strategic criterias. So, it can be understood from title of the BSC is based on the balanced examination of performance parameters’. Thus, performances are emphasized on the enterprises not only for short-term but also for long term at the same time in organizations and its impact on sustainable development. BSC has become the ideas and efforts combination for enterprises to make a difference to its competitors such as strategies becoming a form of action to use in business. Therefore, BSC to be an important performance measurement system and it has become entrenched system with more widespread in the business life. In turkey, a strategic planning which was made mandatory in public institutions and organizations is chamber of industry agenda in recent years. The chamber of commerce and industry is an organization that directly effects to sustainable development. Strategic plans of the chamber of commerce and industry is important in this regard. The relationship investigated between Strategic plans of the chamber of commerce and industry with Hoshin Kanri and BSC applications and sustainable development. In this research, the integrations of Strategic planning with Hoshin Kanri and Balance scorecard has been investigated to sustainable development. Aim of this study is Hoshin Kanri and balanced scorecard applications to illustrate the effectiveness in strategic planning and its impact of sustainable development to discuss by making an application in Isparta Chamber of Commerce and Industry (ICCI). Keywords: Hoshin Kanri, Balance Scorecard, Strategic Management, Strategic Planning, Sustainable Development, Chamber of Commerce and Industry. 1.INTRODUCTION The strategic plans which are tools to ensure the continuous development of organizations, become more meaningful when there is a performance evaluation. Thanks to the performance evaluation, the advancement of the targets within the strategic plan is followed. However, the fact that performance evaluation is multi-dimensional increases the quality of the evaluation. Performance indicators like customer, quality, finance, strategy with a multidimensional performance evaluation is used and provides managers explicit information during the rational use of resources. One of the performance evaluation methods, BSC performs the evaluation in four dimensions. These are: financial, customer, internal, learning and development. 359 �3rd International Symposium on Sustainable Development, May 31 - June 01 2012, Sarajevo In strategic planning, performance evaluation is important in a few ways and it may be considered as a new starting point. For the unreachable targets we need to make improvements. According to Akao “Hoshin is the center of continuous improvement method”. Hoshin Kanri is the application of cycle of PDCA (Plan, Do, Check, Act) into the management processes. For this reason, the evaluation of Unreachable targets with Hoshin Kanri method may be beneficial (AKAO, 1999: 22). With the first studies of quality circle in Japan the philosophy of “Firstly human develops, as a result of human development, workshops, factories, and the company develops” is adopted (Yenersoy,1997:). Considering the same philosophy, as the factories, workshops and companies develop, they improve the environment they work in. So development can be achieved. For a sustainable development, environmental, economic and social sustainability should be ensured (Vikipedi,2012). Strategic plans are road maps ensuring the development of the companies. The correctly prepared and applied strategic plans provide the development of companies and at the same time contribute to the development of their environment. If a country prepares and implements the strategic plans properly it may be concluded that it will have a direct impact on the sustainable development. 2.STRATEGY The concept of strategy appears as a term that emerged with the presence of people and used mostly in the military field. Strategy is everywhere where there is competition; in wartime, sport, companies etc. Strategies may be at the country,company or individual level. According to Saatçioğlu “Enterprise-level strategy utilizing the corporate resources and cempetencies with the aim of meeting the expectations of stakeholders, consists of routing and actions that provide companies superiority in the long-term changing environment ( Editör: Öztemel, 2009: 66). According to Ülgen and his friends, “Strategy is defined as the final result-oriented dynamic group of decisions determined to reach the goals by examining the activities of competitors” (Ülgen, Mirze, 2004: 33). According to Şişman, “strategy requires to do a different job or to do the same work in different ways. This is similar to map out in earthquake zone in short, “Strategy is a revolution” (Şişman, 2007). Strategy is a phenomenon need to be planned. According to Eisenhower “plans are nothing but planning is every thing.” 360 �3rd International Symposium on Sustainable Development, May 31 - June 01 2012, Sarajevo Figure 1: Creative fields of the strategy (Wittman, Reuter: 2008,6) Firstly, man should make an analysis to create a strategy. These analyses are carried out by comparing the risks, opportunities and threats from the outside of outside and resources of companies. With these analyses, better understanding (conception) of competition and information is provided. When the application comes into effect, progress must be measured. Otherwise, you can not measure how much you have developed. Controlling the execution completes the loop. Strategic plans are the fields of creating strategy. (Figure 1) 3.STRATEGIC PLANNING Strategic planning, enables strategic thinking and acting in a rapidly changing competitive environment (Söyler, 2012:106). Strategic plans have the characteristics of a router enabling the distribution of resources in regard to strategic priorities and a reference document guiding the organizations ( DPT, 2006:3). According to Brauers and Weber “The purpose of strategic planning is to guide an organization to achieve her desired goals of the long-term development under the variation of environment. Therefore, strategic planning is based on the forecasting” (Wang, Chang: 2001: 193). Strategic planning, describes and defines the path between the the location of the company and the point it desires to go. To do these things it is necessary to determine its position correctly and determine the place it desires to arrive clearly. Analysis determining the current position of the company is the situation analysis. The situation analysis consists of internal analysis, environmental analysis, stakeholder analysis, PESTS (Politic, Econimic, Social, Tecnologic, Sectorial) analysis. SWOT consists of internal and environmental analysis. The SWOT analysis for the strategic planning is just like the backbone of the human body. 361 �3rd International Symposium on Sustainable Development, May 31 - June 01 2012, Sarajevo So, the SWOT analysis forms the basis of the strategic plan. In addition, stakeholder analysis, analysis of pests also can not be underestimated. Steakholder analysis, is important for the image the company will constitute. PESTS analysis is important as it will provide the correct identification of the company in the environment. According to Akgemci and his friends “In order to actulize the vision specified for the future of the enterpriese in the junction of resource, environment and values, SWOT analysis is helpful in establishing a balance between these factors” (Akgemci, Güleş, 2010: 42). There are four questions that are essential in strategic planning: ( DPT, 2006: 8) 1. 2. 3. 4. Where are we? Where do we want to go? How do we get where we want to go? How do we follow and evaluate our success? Answer of question “Where are we?” is given by the situation analysis. Answer of question “Where do we want to go ?” will give the company's mission, vision, goals and objectives. Answer of the question “How do we get where we want to go?” will be found with the strategies, objectives, activities and projects. The purpose of the strategic objectives is to bring the company’s performance to the desired direction and desired size. Converting the data collected during the strategic planning to a resolution is at this stage. In this sense, this is an important step. Answer of the question “How do we follow and evaluate our success?” will be found with process monitoring, performance measurement and evaluation. Final goal of a company is its strategic plan. (Figure 2) Because, it describes the last place company wants to be. The sub-goals that contribute to the formation of the final target is the SWOT analysis, mission. Sub-sub goals are required for the creation of sub-goals. Sub-sub goals are datum creating the sub-goals. 362 �3rd International Symposium on Sustainable Development, May 31 - June 01 2012, Sarajevo Figure 2. Goal-oriented view of strategic planning.(Orwig, Chen, Vogel, Nunamaker: 1996: 39) 4.BALANCE SCORE CARD Companies care about planning the future by evaluating the past. Balance scorecard allows organizations to see where they were in the past, their current status and where they will go. As balance scorecard directs organization’s all resources towards the targets, it is a quite effective managment system. According to Güner “BSC provides to managers a framework in which management mission, vision and strategy are converted into a set of financial and non-financial power measures” (Güner, 2008: 247). BSC tries to establish a strategic balance between strategic performance values in a strategic dimension (Özbirecikli, Ölçer, 2002: 2). According to Kaplan and Norton, indicator of overall success BSC is a performance management system based on measurement and it transforms the mission, and strategy of the companies into a set of evaluation criteria and creates a framework for the strategic performance evaluation and management (Coşkun, 2006). BSC was originally designed forprofit businesses. The method has started to be used over time in nongovernmental organizations and public institutions. BSC are examined in four area to measure the performance of the strategic decisions: 1) Financial dimension 3) Inner functional dimension 2) Costumer dimension 4) Learning and development dimension Financial Dimension: Performance criteria in the financial dimension is used to describe long-term goals (Kaplan, Norton, 1996). Financial dimension shows if operational strategies are applied or not, if it is applied weather it provides contributions to the improvments of the operating results or not (profit / loss statement) (Utkutuğ, 2007). Costumer Dimension: In the present age with the increasing consumer awareness with an acceleration, companies have started to develop costumer-focused strategies. The new economic structure have changed the balance of power between manufacturer, dealer and costumer on behalf of the costumers (Özbirecikli, Ölçer, 2002: 2). Customer perspective of the evaluation is carried out according to different customer evaluation criteria. Customer / stakeholder assessments are performed on the perception of the company. Inner Functional Dimension: Financial profits acquired by improvement of inner functional dimensions emerge at certain periods (Kaplan, Norton, 2001: 94). In inner functional dimension studies must be done 363 �3rd International Symposium on Sustainable Development, May 31 - June 01 2012, Sarajevo through bussiness processes which should be improved. Strategies must be created over processes that create value. These processes are the ones mostly directed to increase the customer satisfaction. Learning and Development Dimension: Creating value and ensuring the continuity of improvements are the goals of this dimension. According to Ergüder and his friends “A company's ability of learning, continuous improvement and creativity are linked directly to company’s value” (Ergüden, Sağdıç, 2000: 42). 5.HOSHIN KANRI It is the combination of two Japanese words: Hoshin and Kanri.   Hoshin: Compass, followed path, route, policies and objective. Kanri: Managment control of companies’ focus (Planning) (Jolayemi, 2008). Hoshin Kanri emerged from the principle continuous improvment of tranquality in total quality managment is a system devoted to quality control and continuous improvment activities (Akao, 1999: 49). At the same time Hoshin Kanri provides an oppurtunity to measure the level of reaching the goals defined by improvements (Akao, 1999: 43). Hoshin Kanri which is the center of managment of continues improvment has worked in two stages: 1. Jumps and strategic objectives 2. Business principles of administrative control over day Hoshin Kanri enables deciding the companies’goals and reaching the goals which are designed. It encourages to promote a dialogue during the development of strategies and measures. So Hoshin Kanri is a method which is applied by considering what are the needs of costumers (Akao, 1999: 22). According to the descriptions we can say Hoshin Kanri is a method which is used to decide a strategic way -without losing sight of the focus point-. Hoshin Kanri is a processbased approach. It is not only intrested in results but also focuses on how to enrich the process (Asan, Tanyaş, 2007: 1001). Hoshin Kanri is adopted as a FAIR (Focus, Arrangement, Integration, Remark) cycle by Deming’s PDCA (Plan, Do, Check, Act). Hoshin Kanri cycle has 4 stages. The cycle begins with the stage of prevention (Focus) which business executives review the previous managment performance (Strategy). At this stage, the previous year’s performance is examined and focusing on the next year, strategy (goals and priorities) is generated. In subsequent planning (Arrangement) stage, strategic priorities are arranged according to units’ priorities. Application (Integration) stage is a stage which is integration of priorities with daily activities and project works. Control stage (Review) includes appropriate managment of daily activities in accordance with the strategic goals and supervision. The datum which are 364 �3rd International Symposium on Sustainable Development, May 31 - June 01 2012, Sarajevo obtained from this supervision and review provide feedback to focus stage (Asan, Tanyaş, 2007: 1002). 6.APPLICATION Companies, in order to gain an advantage in the competition think and approach decisions strategically. The common ground of strategic planning, common denominator of Hoshin management and BSC is their vision, Objectives, strategies and performance. (Figure 3) In the strategic planning, action plans are prepared taking into consideration the vision, objectives and strategies. By evaluating the action plans, performances are presented or emerge. BSC evaluates the performance in 4 perspective. It used to analyze the tasks fast with Key Performans Indicator (KPI). Hoshin is based on continuous improvement and process oriented. When there is a need of improvement in the targets evaluated by BSC within four dimensions, Hoshin management steps in. Figure 3. Comparison of strategic planning, BSC and Hoshin management. (source:yang,yeh,2009: 996) This paper is based on the 2010-2014 strategic plan of ICCI. This paper is based on the 2010-2014 strategic plan of ICCI. Performance of 2010 was evaluated by BSC (Tablo 1-2-3-4-5-6). How to brought achieving these targets with the BSC, so the performance was measured. As the table shows some of the indicators, there is a discrepancy between planned and actual. So, target was 365 �3rd International Symposium on Sustainable Development, May 31 - June 01 2012, Sarajevo missed for various reasons. Accordance with ITSO’s mission, most of these causes, stems from stakeholders. To achieve these goals, while Hoshin Kanri form (Form 1) was filling, improvement team is established. We followed the conversion of PDCA (FAIR) in forms, then improvement is made. With the unemployment rate and the rate of entrepreneurship was achieved success inthe studies. ICCI continued evaluation studies of strategic plan with the BSC and Hoshin Kanri in 2010, targets were gaining momentum with the development of industry and city in 2011-2012. For example; ICCI has entered the top ten a study conducted in Turkey with Turkish Employment Organization (ISKUR) and Republic of Turkey Ministry of National Education, although the pilot province of unemployment. In entrepreneurship while average of Turkey is the 5%, with studies was achieved in 14%. This is a leap. This is indication of the result reached with training and fieldwork. 366 �3rd International Symposium on Sustainable Development, May 31 - June 01 2012, Sarajevo Table.1. Criteria of Strategic Goal DIMENSIONS Financial Dimensions Customer/ Steakholder /Member Dimension Functional Dimension to in ICCI Learning and Development Dimension 367 CRITERIA To Contribute To An Increase In Exports(1.1. ) Raise the Level of Activity Satisfaction (5.12.) Members' Contact Information (5.11) Training of Employees (5.6.) Activity To Increase The Added Value Of Agricultural Products(2.1.) Studies To Increase Tourism Revenue(1.3. ) Increase the Contribution Of The Economy Of Antalya To Isparta(1.4) To Start the Works To Support in the the Branding Steakholders of and members Products (4.6.) (4.9) Upgrade the image (4.3.) Participation in Exhibition With Members (4.4.) Activation the Professional Committees(5.1. ) Making the Infrastructur e work for Web-based To Complete Member the Electronic Services and Archiving Disclosures Project(5.3.) (5.5) Training of Members (5.7.) Satisfacton Surveys for Members and Staff (5.4.) To Create the a Unit of Consulting and Projects (5.2.) EU Vision (5.8.) Activity for Isparta's Rose and Carpet (4.11.) Working for Collaboration Between UniversityIndustry (2.11.) Follow-up Study for Reducing Unemploymen t (2.12.) Control Of Workings The Quality andAccreditation(5.10 ) Works of Reconstruction and Rational Use of Resources(5.14 ) Activity in Renewable Energy(2.3.) Works for Developing the Entrepreneurshi p (2.7.) Activities for Increasing Worksho the Product p for Give Range in Direction Volume of to the the Industry Domestic (2.8.) Trade(1.2.) To Cooperate with Commodit y Exchange (1.7.) �3rd International Symposium on Sustainable Development, May 31 - June 01 2012, Sarajevo Table.2. Classification and Description of Strategic Goals CLASSIFICATION STRATEGIC GOALS DESCRIPTION F1 To Contribute To An Increase In Exports(1.1.) increase in profit/end of period F2 Activity To Increase The Added Value Of Agricultural Products(2.1.) Units of Activity/end of period F3 Studies To Increase Tourism Revenue(1.3.) % increase in income/end of period F4 Increase the Contribution Of The Economy Of Antalya To Isparta(1.4) unit of Thematic working/year C1 Raise the Level of Activity Satisfaction (5.12.) % increase C2 Upgrade the image(4.3.) Pieces of positive news/year C3 Participation in Exhibition With Members(4.4.) total of fair/year C4 To Support the Steakholders and members(4.6.) kind of activity/year C5 To Start the Works in the Branding of Products(4.9) total of working/end of period C6 Activity for Isparta's Rose and Carpet (4.11.) total of working/end of period C7 Working for Collaboration Between University-Industry (2.11.) total of network/end of period C8 Follow-up Study for Reducing Unemployment(2.12.) total of working/year C9 Works for Developing the Entrepreneurship (2.7.) total of entrepreneur/year C10 Workshop for Give Direction to the Industry (2.8.) total of workshop/end of period C11 Activities for Increasing the Product Range in Volume of the Domestic Trade(1.2.) total of product/end of period C12 To Cooperate with Commodity Exchange (1.7.) total of cooperation/year I1 Members' Contact Information(5.11) % increase I2 Activation the Professional Committees (5.1.) total of report/year I3 To Complete the Electronic Archiving Project (5.3.) Adet proje/end of period I4 Making the Infrastructure work for Web-based Member Services and Disclosures(5.5) time (Project completion time-2010) I5 EU Vision(5.8.) Units of Activity/end of period I6 Control Of Workings The Quality and Accreditation (5.10) total of monitoring activity/year I7 Works of Reconstruction and Rational Use of Resources(5.14) total of project/end of period I8 Activity in Renewable Energy(2.3.) kind of activity/year L1 Training of Employees(5.6.) kind of education/year L2 Training of Members(5.7.) kind of education/year L3 Satisfacton Surveys for Members and Staff(5.4.) survey/year L4 To Create the a Unit of Consulting and Projects(5.2.) total of unit/end of period 368 �3rd International Symposium on Sustainable Development, May 31 - June 01 2012, Sarajevo Table.3. Financial Dimensions FINANCIAL DIMENSIONS STRATEGIC GOALS DESCRIPTION ADDED DESCRIPTION GOALS FULFİLLED To Contribute To An Increase In Exports(1.1.) This will take place too is subject end of the 5 yeras. increase in profit/end of period 20% Activity To Increase The Added Value Of Agricultural Products(2.1.) 7activity/5year Units of Activity/end of period Studies To Increase Tourism Revenue(1.3.) end of the period %80 % increase in income/end of period 8% 7% Increase the Contribution Of The Economy Of Antalya To Isparta(1.4) 4 activity of a year unit of Thematic working/year 4 4 18% 1,4 2 Table.4. Customer’s Dimensions CUSTOMER'S DIMENSIONS/STEAKHOLDER'S DIMENSIONS/MEMBER'S DIMENSIONS STRATEGIC GOALS DESCRIPTION ADDED DESCRIPTION Raise the Level of Activity Satisfaction (5.12.) Upgrade the image(4.3.) 369 3 times a year GOALS FULFİLLED % increase 80% 92% Pieces of positive news/year 3 5 �3rd International Symposium on Sustainable Development, May 31 - June 01 2012, Sarajevo Participation in Exhibition With Members(4.4.) total of fair/year 2 2 To Support the Steakholders and members(4.6.) kind of activity/year 1 1 To Start the Works in the Branding of Products(4.9) total of working/end of period 3 3 Activity for Isparta's Rose and Carpet (4.11.) total of working/end of period 2 3 Working for Collaboration Between University-Industry (2.11.) 5ativity/5year total of network/end of period 1 1 Follow-up Study for Reducing Unemployment(2.12.) 4 times a year total of working/year 4 3** Works for Developing the Entrepreneurship (2.7.) total of entrepreneur/year 3 2** Workshop for Give Direction to the Industry (2.8.) total of workshop/end of period 1 1 Activities for Increasing the Product Range in Volume of the Domestic Trade(1.2.) 5total/5year total of product/end of period 1 3 To Cooperate with Commodity Exchange (1.7.) 2times/1year total of cooperation/year 2 2 ** Hoshin Karni Form, organized. 370 �3rd International Symposium on Sustainable Development, May 31 - June 01 2012, Sarajevo Table.5. Functional Dimensions FUNCTIONAL DIMENSIONS TO IN ICCI ADDED DESCRIPTION GOALS FULFİLLED % increase 100% 100% total of report/year 4 6 To Complete the Electronic Archiving Project (5.3.) Adet proje/end of period 100% 100% Making the Infrastructure work for Web-based Member Services and Disclosures(5.5) time (Project completion time-2010) 100% 100% EU Vision(5.8.) 5activity/ 5year Units of Activity/end of period 1 2 Control Of Workings The Quality and Accreditation(5.10) 4total/year total of monitoring activity/year 4 4 Works of Reconstruction and Rational Use of Resources(5.14) 1 working total of project/end of period 1 1 Activity in Renewable Energy(2.3.) 1variety/year kind of activity/year 1 1 STRATEGIC GOALS DESCRIPTION Members' Contact Information(5.11) Activation the Professional Committees (5.1.) 371 4total/year �3rd International Symposium on Sustainable Development, May 31 - June 01 2012, Sarajevo Table.6. Learning and Development Dimensions LEARNING AND DEVELOPMENT DIMENSION STRATEGIC GOALS DESCRIP ADDED TION DESCRIPTION GOA LS FULFİLLED Training of Employees(5.6.) 3varietyi/y kind of ear education/year 3 2 Training of Members(5.7.) 5variety/ye kind of ar education/year 5 5 Satisfacton Surveys for Members and Staff(5.4.) To Create the a Unit of Consulting and Projects(5.2.) 372 1total/year survey/year 1 1 total of unit/end of period 100 % 100% �3rd International Symposium on Sustainable Development, May 31 - June 01 2012, Sarajevo Form.1. Hoshin Kanri Form 373 �3rd International Symposium on Sustainable Development, May 31 - June 01 2012, Sarajevo 7.CONCLUSION Accordance with its mission, ICCI, plays an important role in the development of the country. For this reason, strategic plan of ICCI is important. Ensuring sustainable development of strategic plans, will have a positive impact on sustainable development. The study revealed that; improvements such as to reduction in the unemployment rate and to increase the success of entrepreneurship in strategic plan in ICCI are factors that affect sustainable development. So we can say; efficient ICCI's strategic plans, positive impact on sustainable development. REFERENCES AĞCA,V, TUNÇER, E. (2006) “Çok Boyutlu Performans Değerleme Modelleri ve Bir Balanced Scorecard Uygulaması”, Afyon Kocatepe Üniversitesi, İ.İ.B.F. Dergisi, http://www.iibfdergi.aku.edu.tr/pdf/8-1/10.pdf (Erişim Tarihi:21.12.2011) AKAO, Y. (1999) “Hoshin Kanri Yönetim Pusulası”, BZD Yayıncılık, İstanbul AKGEMCİ, T, GÜLEŞ, H.K. (2010) “İşletmelerde Stratejik Yönetim”, Gazi Kitabevi, Ankara ASAN, S. & TANYAŞ, M, (2007) “Integrating Hoshin Kanri and the Balanced Scorecard for Strategic Management: The Case of Higher Education”, Total Quality Management & Business Excellence, 18(9), pp. 999-1014. COŞKUN, A. (Mart 2006)"Stratejik Performans Yönetiminde Performans Karnesi Kullanımı: Türkiye’deki Sanayi İşletmeleri Üzerine Bir Arastırma", MÖDAV Muhasebe Bilim Dünyası Dergisi, Yıl: 8, Sayı: 1, Sayfa:127-153. DPT, “Kamu İdareleri İçin Stratejik Planlama Kılavuzu”, 2. Sürüm, Haziran 2006 http://www.sp.gov.tr/documents/Sp-Kilavuz2.pdf (Erişim Tarihi:21.04.2012) ERGÜDEN, A, SAĞDIÇ, E, KAPLAN, R.S, NORTON D.P, “Balance Scorecard” Rota Yayın (e-Book), 2000, http://www.arguden.net/arguden/UserFiles/File/kitaplar/balanced_scorecard.pdf (Erişim Tarihi: 21.12.2011) GÜNER F.M. (2008) "Bir Stratejik Yönetim Modeli Olarak Balanced Scorecard", Gazi Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi 10 / 1 247 – 265 ICCI (Isparta Ticaret ve Sanayi Odası Stratejik Plan), 2010-2014 JOLAYEMI, J.K. (2008) “Hoshin Kanri and Hoshin Process: A Review and Literature Survey”,Total Quality Management & Business Excellence, 19(3), 295-320,. 374 �3rd International Symposium on Sustainable Development, May 31 - June 01 2012, Sarajevo KAPLAN, R.S, NORTON D.P, (1996) “Linking the Balanced Scorecard to Strategy”, California Management Review, Sayı 39, No1, Fall., s 56-58 KAPLAN, R.S, NORTON D.P, (2001) “Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part 1”, Accounting Horizons, Vol.15, No1. ORWİG, R, CHEN, H, VOGEL, D, NUNAMAKER, J.F, (1996) “A Multi-Agent View Of Strategic Planning Using Group Support Systems and Artificial Intelligence”, Group Decision and Negotiation, 5:37-59. ÖZBİRECİKLİ, M, ÖLÇER, F. 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(2007) AÜ, SBE İşletme ABD, “Toplam Başarı Göstergesi Yöntemi Ve Örnek Uygulama” Yüksek Lisans Tezi, http://acikarsiv.ankara.edu.tr/browse/1816/2477.pdf (Erişim Tarihi: 06.01.2012) ÜLGEN, H, MİRZE, S.K. “İşletmelerde Stratejik Yönetim”, Literatür Yayıncılık, 2004, İstanbul Vikipedi, http://tr.wikipedia.org/wiki/S%C3%BCrd%C3%BCr%C3%BClebilirlik, 2012. WANG, H. F, CHANG W. Y, (2001) “Fuzzy scenario analysis in strategic planning”, International Journal Of General Systems, 30:2, 193-207,2010. WİTTMAN, R.G, REUTER, M. P, 2008 “Strategic planning “, First published in Great Britain and the United States in 2008 by Kogan Page Limited (e-book). YANG, Ching-Chow. & YEH, Tsu-Ming, (2009) “An Integrated implementation model of strategic planning, BSC and Hoshin management'”, Total Quality Management & Business Excellence, 20(9), pp. 989-1002. YENERSOY, G. (1997) “Toplam Kalite Yönetimi”, Rota Yayınları, İstanbul. 375 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1132 Title A name given to the resource Effects Of Hoshin Kanri And Balance Scorecard With Integrated Strategic Plan To Sustainable Development: Application To Chamber Of Commerce And Industry Author Author Buket, Karatop Abstract A summary of the resource. Strategic management can be defined as an administrative technique in taking decisions for the future in an organization, implementation and evaluation. In fact, It can be said that, applications of strategic management provides sustainable development. Strategic management has a dynamic structure and it requires continuous improvement. When Strategic management is used integrated with management tools such as Total Quality Management, Process Management, Hashin Kanri can be more efficient and effective. Using Balance Scorecard (BSC) as a tool for performance assessment in strategic management and Hoshin Kanri for continuous improvement İs resulted as increase in efficiency. Strategic management which has a vital importance in institutions and organizations and which is a derivative of its strategic plan is been more practical with Hoshin Kanri. Hoshin Kanri which has a process-oriented structure and it is a method that works to enrich the process, is proved with studies in strategic planning help us to be more effective results. On the other hand, BSC is a comprehensive system for focusing on strategies to manage in organizations that combines and evaluates both financial and non-financial (physical) strategic criterias. So, it can be understood from title of the BSC is based on the balanced examination of performance parameters’. Thus, performances are emphasized on the enterprises not only for short-term but also for long term at the same time in organizations and its impact on sustainable development. BSC has become the ideas and efforts combination for enterprises to make a difference to its competitors such as strategies becoming a form of action to use in business. Therefore, BSC to be an important performance measurement system and it has become entrenched system with more widespread in the business life. In turkey, a strategic planning which was made mandatory in public institutions and organizations is chamber of industry agenda in recent years. The chamber of commerce and industry is an organization that directly effects to sustainable development. Strategic plans of the chamber of commerce and industry is important in this regard. The relationship investigated between Strategic plans of the chamber of commerce and industry with Hoshin Kanri and BSC applications and sustainable development. In this research, the integrations of Strategic planning with Hoshin Kanri and Balance scorecard has been investigated to sustainable development. Aim of this study is Hoshin Kanri and balanced scorecard applications to illustrate the effectiveness in strategic planning and its impact of sustainable development to discuss by making an application in Isparta Chamber of Commerce and Industry (ICCI). Keywords: Hoshin Kanri, Balance Scorecard, Strategic Management, Strategic Planning, Sustainable Development, Chamber of Commerce and Industry. Date A point or period of time associated with an event in the lifecycle of the resource 2012-05-31 Keywords Keywords. Conference or Workshop Item PeerReviewed H Social Sciences (General) https://omeka.ibu.edu.ba/files/original/cebb5257720f2ca18089eed046ec1dd2.pdf 415cbec2229e9b52ae365a60432330e6 PDF Text Text 2nd International Symposium on Sustainable Development, June 8-9 2010, Sarajevo Effects of Implementing to Total Quality Management on the Busıness Performance and a Research Mustafa HOTAMIġLI Faculty of Economics and Administrative Sciences, Afyon Kocatepe University Turkey hotamisli@aku.edu.tr Feyyaz YILDIZ Faculty of Economics and Administrative Sciences, Afyon Kocatepe University Turkey feyyaz.yildiz@gmail.com Ali ELEREN Faculty of Economics and Administrative Sciences, Afyon Kocatepe University Turkey eleren@aku.edu.tr Abstract: Total quality management (TQM) has been mentioned to have positive effect on business performance considerable attention in the literature and researches. The aim of this study is to analyse the performance changes in a shopping center. A research model was composed of four performances dimensions. Qualification and quantitive data of the model were groupped and evaluated by using statistical methods. In the end of the study, after implementing of TQM the performance increase was observed in the all sized of the business by years . Introduction With the increasing competitive, business survival pressure and the dynamic, changing customeroriented environment, total quality management (TQM) has been recognized as one of the important issues and generated a substantial amount of interest among managers and researchers (Samson and Terziovski, 1999, p. 393-409;Adam at all.,2001,p. 39-43; Samson and Daft, 2005, p.250-265). Some authors conclude that TQM positively influences business performance through the development of a series of competencies (Powell, 1995, p 15-37; Douglas and Judge, 2001, p. 158-169; Brah et all, 2002, p.356-379, Garcı et all.2010, 363-382). Furthermore TQM has an impact on the way organization members apply their knowledge in the organization, and therefore it affects organizational performance. Firms that focus on continuous improvement, involve and motivate employees to achieve quality output and focus on satisfying customers' needs are more likely to outperform firms that do not have this focus (Seth, and Tripathi, 2006, p.811-826; Joiner, 2007, p. 617-627; Jitpaiboon and Rao, 2007, p. 78-102). Business performance management (BPM) is a key business initiative that enables companies to align strategic and operational objectives with business activities in order to fully manage performance through better informed decision making and action. In other words, BPM is a process that enables to meet business performance measurements and objectives. It enables to proactively monitor and manage business processes, and take the appropriate actions that result in meeting objectives (Ballard et all. 2005. p.27-29; Alfaro et all.,2007, p. 643; Kanjı, 2002, p.1116). Business performance basicly composed of three approaches. Those are; financial; financial and operational; and organisational effectiveness (Venkatraman and Ramanujam, 1986,p .801-14). From other side business performance reviews put in action and bring the firm's performance measurement models to life, such as balanced scorecards, performance prisms, budgeting systems, assessment frameworks and accounting systems. (Martinez and Kennerley, 2009, p.12-21; Sardana, 2008, p. 32). 193 �2nd International Symposium on Sustainable Development, June 8-9 2010, Sarajevo The Study In this section, information on purpose, scope, method of the application and model is provided. The purpose of this study is that comparative evaluation of performance results before and after TQM applications in an organization and investigating to what extend TQM applications contribute to the organization. The scope of is limited to 2005-2009 data from an shopping center in Afyonkarahisar, is a province of Turkey is a gas station belonging to the shopping center out of the building. As of 2007, the shopping center started using TQM applications. Performance model; this model was first used in Eleren and Soba (2009:1309). Originally, there are six dimensions and scales of the model. The model included marketing, finance, internal and external customer dimensions. To determine the dimensions of the model, the organization‘s database was used and the most appropriate ones were selected. Availability of database including questionnaire data administered to the internal and external customer of the organization in pervious years and finance and sale data affected determining these four dimensions. Data collection: In evaluating first two dimensions, a scale composed of likert-type questions was used. In the other two dimensions, quantitative data was used. Data was gathered from a large database including years between 2005 and 2009. BASIC DIMENSIONS 1. External Customers 2. Internal (Employees) Customers INDICATORS Customer Satisfaction Fidelity, Productivite 3. Marketing Function Market Performance 4. Financial Function Financial Performance SUB INDICATORS Re-De Cost/Quality Diversity Flexibility ………… …………… Job Satisfaction Working Conditions Fee and Responsibility Quality of Work life Job Healty and security ………… …………… Sales Market Shares Sales Refund ………… …………… liquidity Loans Profitability Action/Effectiveness Table-1: Proposed New Performance Model and Its Dimensions Findings In this section, four dimensions of the model are separately reported. Those are; Customer Satifaction Dimention, Employee Satisfaction Dimention, Market Performance Dimention, Fınancial Performance Dimention. Customer Satifaction Dimension; a questionnaire including five-point likert-type items were administered to customers between 144 and 172 to measure customer satisfaction. The results are provided the table below. 194 �2nd International Symposium on Sustainable Development, June 8-9 2010, Sarajevo Performance Criteria We have been getting sufficient and quick answers to our problems and complaints Product game is wide The staff is friendly and well dressed The products ratio of price / quality are appropriate Quality performance of business is high at all products and services of it Service areas are, clear,regular and sanitary Business provides convenience on chancing of the faulty products Business takes into account of our choices and tastes on it products Product price, quantity, manufacturer, manufacturing and expiry dates availables on labels The design of our products are suitable fashion and our tastes. Brands offered by the business is reliable and I always prefer Introductions of product are reasonable and attractive It has been providing convenience at the shoppings Products packages are adequate and attractive. AVR. N=2500 2005 2006 2007 2008 2009 AVR. 2,58 2,61 3,22 3,45 4,68 3,31 2,78 2,89 2,74 2,94 3,43 3,2 3,53 3,39 3,61 3,46 3,22 3,18 2,91 2,87 3,34 3,36 3,28 3,15 2,65 2,68 3,15 3,11 3,44 3,01 2,41 2,36 2,84 2,98 3,24 2,77 2,31 2,65 2,57 2,96 3,13 2,72 2,21 1,91 2,52 2,59 3,22 2,49 2,17 2,15 2,51 2,61 2,95 2,48 2,27 2,22 2,59 2,56 2,63 2,45 2,21 2,24 2,32 2,52 2,49 2,36 1,86 1,91 2,12 2,34 3,33 2,31 1,29 1,73 1,66 1,93 2,26 1,77 1,13 1,47 1,69 1,48 2,69 1,69 2,26 n=60 2,32 n=60 2,65 n=60 2,77 n=60 3,17 n=60 2,64 Table-2:Performance to Based on Customer Satisfaction As of 2007 when TQM was started to use, the averages were above the hypothetical average of 2.5 and has continuously improved. This shows that customer satisfaction improved. When propositions customers positively rated were evaluated it was seen that the following TQM applications were effective in the organization: qualities and varieties of products, quick response customer needs and compliance and friendly sales personnel. To measure employee satisfaction, a questionnaire including five-point likert scale was administered to 60 employees out of 67 excluding 7 mid-level managers. The results were reported in the table below. As given above, before and after TQM evaluation results were not be able to given here because there were not data available on employee satisfaction in previous years. The evaluation was provided only for a term for 2008. Responses of average as of 2007 are above hypothetical average of 2.5. This shows the positive views of participants after TQM applications. The propositions on the following issues show that TQM applications reach their goals: consultations before decisions, participation in management, fair work and fair pay. Market Performance Dimensions; international and domestic sale performances were considered. Two separate indices for two separate years were prepared. The sales of the organization were grouped in four categories. Based on 2005 sales, an increment index was created using data simplified by inflation rate. It showed that sale started to increase in and after 2007. 195 �2nd International Symposium on Sustainable Development, June 8-9 2010, Sarajevo SALES (TL) (*) Textile& Home Application&Electronic Incrase (2005 base) Market Incrase (2005 base) Cafe&Restourant&Enter . Incrase (2005 base) Fuel Incrase (2005 base TOTAL Incrase (2005 base) 2005 2006 2007 2008 2009 1.256.172 1.268.949 1.688.320 1.844.997 1.746.584 1,00 1.010.127 1,00 1,01 1.008.965 1,00 1,34 1.101.918 1,09 1,47 1.372.173 1,36 1,39 1.201.328 1,19 323.878 338.842 372.751 528.519 540.120 1,00 139.462 1,00 2.729.640 1,00 1,05 161.919 1,16 2.778.674 1,02 1,15 127.703 0,92 3.290.693 1,21 1,63 183.674 1,32 3.929.363 1,44 1,67 241.205 1,73 3.729.237 1,37 Table-3: Marketing Performance Scores (*)The total value amounts belonging to years and rates have been corrected by inflation. TQM applications affected the sales positively. That increase in sales in 2009 was less than the increase in 2007 and 2008 shows the effects of the global crises. Financial Performance Dimension; the organization‘s 2005-2009 fiscal years financial tables were used for financial performance. Data firstly converted to financial ratios by ratio analysis was converted to financial accomplishment performance scores using Altmna‘s Zeta model. The basic evaluation of this model is based on Z-value calculations developed by Altman (Altman vd.., 1977:26-51). Although the Zeta model was designed to determine level of bankruptcy and accomplishment levels it helps compare organizations‘ financial performances by years. Z= + 1.2 * (Net business asset/total assets) + 1.4 * (distrubuted profits/Total assets) + 3.3 * (profit before Interest and tax//total assets) + 0,6 * (capital/debts) + 0.999 (sales/total assets) Altman Zeta Increases(2005 base) 2005 2,81 1,00 2006 2,89 1,03 2007 3,06 1,09 2008 3,45 1,23 2009 3,36 1,20 Table-4: Financial Performance Scores According to table, based on 2005, in 2007 and after, there was a significant increase in the financial performance. Although there was a little decrease in recent year it is projected the performance will increase after the global crisis. Results Total Quality Management affects organization competitive positions positively. Increase in internal and external customer satisfaction, marketing, production and financial performance as a result of successful application, is expected goal theoretically. While these developments are experienced that will affect competition positively the results of these developments will reach to other shareholders, such as associates, customers, society, government etc. In this study, the theoretic level of performance of an organization owning a shopping center was tested using a performance measurement model. The model is composed of internal and external customers, marketing and finance dimensions. Based on this relationship, the model was used to determine the expected performance increase of the organization. That a positive increase was observed in all dimensions when TQM was started to be used means that TQM positively contributed to organizations‘ performance. In a successful TQM application, a similar performance increase should be seen in other organizations. However, the position of the organization, professionalism in management, size, quality of technology and workforce etc. factors will affect performance reached. 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Garcı J.´ Bernal_A- and Rez-Aleso´N Marisa Ramı,(2010),Increasing The Organisational Performance Benefits Of TQM:An Approach Based On Organisational Design, Total Quality Management,Vol. 21, No. 4,pp.363–382 Joiner, Therese A. (2007).The role of organization support and co-worker support, Journal: International Journal of Quality & Reliability Management,Volume: 24,Number: 6,School of Business, La Trobe University, Bundoora, Australia,pp. 617-627 Kanjı G.,(2002), Business Excellence: Make It Happen, Total Qualıty Management, Vol.. 13, No. 8, 1115-1124. Martinez, V.; Kennerley, M. (2009) Performance measurement systems: Benefits. EURAM Annual Conference, Munich, pp.11-21. Powell, T.C. (1995), "Total quality management as competitive advantage: a review and empirical study", Strategic Management Journal, Vol. 16 pp.15-37. Samson, D., Terziovski, M. (1999), The relationship between total quality management practices and operational performance, Journal of Operations Management, Vol. 17 pp.393-409. Samson, D., & Daft, R.L. (2005). Management, Second Pacific Rim Edition. South Melbourne: Thomson.pp.250-265. Sardana G. D.,(2008),Measuring Business Performance:A Conceptual Framework With Focus On Improvement, Performance Improvement, Vol. 47, no. 7, August 2008, International (www.interscience.wiley.com) Seth, D & Deepak T, (2006), A Critical Study Of TQM and TPM Approaches On Business Performance Of Indian Manufacturing Industry, Total Quality Management Vol. 17, No. 7,pp. 811–824. Venkatraman, N., Ramanujam, V. (1986), Measurement of business performance in strategy research: a comparison of approaches, Academy of Management Review, Vol. 11 No.4, pp.801-14. 197 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 153 Title A name given to the resource Effects of Implementing to Total Quality Management on the Busıness Performance and a Research Author Author HOTAMIŞLI, Mustafa YILDIZ, Feyyaz ELEREN, Ali Abstract A summary of the resource. Total quality management (TQM) has been mentioned to have positive effect on business performance considerable attention in the literature and researches. The aim of this study is to analyse the performance changes in a shopping center. A research model was composed of four performances dimensions. Qualification and quantitive data of the model were groupped and evaluated by using statistical methods. In the end of the study, after implementing of TQM the performance increase was observed in the all sized of the business by years . Date A point or period of time associated with an event in the lifecycle of the resource 2010-06 Keywords Keywords. Conference or Workshop Item PeerReviewed HB Economic Theory https://omeka.ibu.edu.ba/files/original/40bd2223c081080c3793589bd44a752c.pdf 73d1a020a70938186b3b32adc500ea7a PDF Text Text 2nd International Symposium on Sustainable Development, June 8-9 2010, Sarajevo Effects of Internal Entrepreneurshıp as an Innovative Activity: a Field Research on Manufacturing Industry Öznur BOZKURT Düzce University Akçakoca Tourism Management High School oznurbozkurt54@yahoo.com Serkan BAYRAKTAROĞLU Sakarya University Faculty of Economics and Administrative Sciences serkanb@sakarya.edu.tr Abstract: Intraperneurship is an entepreneurship activity in existence foundation. Intrareneurship is an innovative activity which is very important for competition. In this study, intrapreneurship is considered within the scope of innovativeness, it is discussed what the efficient causes are on the formation of internal entrepreneurship structures and what sort of effect internal entrepreneurship has on company achievement. In this study, in which internal entrepreneurship is considered as an innovative activity was used and questionnaire method was used for the purpose of data acquisition. According to the results of research, there are significant relationships between innovation and intrapreneurship. In addition corporate entrepreneurship and innovation were higher tendency in research organizations. Introduction The word ―entrepreneur‖ comes from the French word "Entreprendre" which means to take on. Entrepreneur who is undertakes to organize and risk. In recent years, entrepreneurs have been doing many different jobs that they require to expand the definition. Today, an entrepreneur as an innovatory or developer to find and capture opportunities; converts these opportunities into marketable ideas; in time, adds value this ideas with money or skills; to apply these ideas to bear the risks of the competitive market place and these efforts can translate into money (Kuratko and Hoggets, 1995: 4). Intrapreneurship, in recent years prominent in the literature and stated that entrepreneurship in an existing organizations and it is an integral part of the innovation concept, previously considered only features of the largescale organization. Later on this concept to be regarded as tools to provide development and growth. Employees to act as entrepreneurs and have the right to autonomy become a key element for strategic development in organization. The need to have entrepreneurial thinking to respond to environmental changes has brought a different view in entrepreneurship. Entrepreneurship is not limited or start a new business to establish production. It includes changes in the organization. Today, entrepreneurship means starting a new job and looking for opportunities in existing organizations for creating and innovative acts. When evaluated from this point of view,this process includes entrepreneurial behavior. Intrapreneurship Concept On the basis of intrapreneurship, entrepreneurial thinking is spreading into the organization. In general, intrapreneurship is demonstrating total entrepreneurship and innovation effectiveness within an existing organization and directed staff to act as entrepreneurs (Koçel, 1998: 17). Within an existing institution by one or more employees out of a importent innovation for the company and implementation (Carrier1996,p.7). intrapreneurship, besides innovation to create or maintain a competitive advantage to organizations, markets and sectors is redefined. (Covin and Miles, 1999,p.50). Intrapreneurship emerges in an existing organization and is separated from conventional behavior. Regardless of size of organization, beyond create a few new business opportunities, is an innovative activity (Antoncic and Hisrich, 2003). 648 �2nd International Symposium on Sustainable Development, June 8-9 2010, Sarajevo Dimensions of Intrapreneurship Many studies are regarding intrapreneurship with six intrapreneurship dimension. These dimensions are typically include new products, services, market technology and management techniques to develop a strategic change, autonomy, and proactiveness elements. These dimensions in relation to each other (Rule and Irvin, 1988). New Business Opportunities: In short it can be defined, as regardless of the size of organization, demonstrating on innovationof the existing products or markets and creating new jobs (Antoncic, 2007). The company's bringing new products or innovation in existing products for the future. In other words, it is about making improvements to meet the needs of the market (Jarna and Kaisu 2005). According to another definition the company's market and their products by redefining and mobilizing the company's internal dynamics is to turn the company‘s staff into entrepreneurs. This application helps through competitively regulation of the company's vision and business arrangement (Fitzsimmons, 2005: 18). Innovation: Innovation is a particular function of entrepreneurship. Innovation means creating wealth with new sources or wealth creation by increasing the use of existing resources as a potential (Drucker,1998). For firms creating and maintaining competitive advantage in the market dynamism is necessary pushing innovation. Corporate entrepreneurship or intrapreneurship in terms of innovation is an important factor. Development of new technologies related to the products, services and administrative practices (Antoncic and Hisrich, 2001). New Venture Initiation: Companies to produce new products or market improvements is existing products for future market needs (Fitzsimmons, 2005). Regardless of the size of organization new processes are put in market or products (Antoncic, 2007). Proaktiveness: This term expresses to gain a competitive advantage for companies and predict events, risk taking and to be first in the market. In other words, for the firm's competitive ability is achieved new products, services, technology and management techniques in the market (Jarna and Kaisu, 2005). Strategic Renewal: The basic idea is toensure the organizational change and rebuild (Antoncic, 2007). Strategic and organizational changes oriented as innovation, market, customer and competitor (Fitzsimmons, 2005). Manifesto, called B-type of strategic renewal, reconstruction of existing missions and change in creative direction, changed the system and refers to organization structure focused on innovation. Usually this kind of change as revealed for the organization's basic values (Jarna and Kaisu, 2005). Autonomy: The development of independent entrepreneurship in society, open-minded and free-willed person to act as brave decisions have an important role. Likewise, intrapreneurship as an considered organizational level which implementation and development of the necessary conditions, creative and new ideas to individuals or teams within the company. Therefore, it is necessary to have an important motivating factor in the market leader is to find an independent entrepreneurial spirit (Ağca, 2005). Internal Environmental Factors Affecting Intrapreneurship There are many factors which influence intrapreneurship Intrapreneurship in the literature mainly talks about two environment: Internal environment and external environment. In place of intrapreneurship in a company and success seen as determining the organizational features includes elements such as, communication, formal control, environmental monitoring intensity, organizational and administrative support, and organizational values. The effect on intrapreneurship of the external environment characteristics include dynamism, technological opportunities, industry growth, demand for new products and intense competition. Organizational characteristics, individual characteristics and environmental interactions create entrepreneurial behavior. Zahra (1991) refers to the emergence of corporate entrepreneurship with many factors that affecting intrapreneurship. Threats / hostile (threatens on the company's mission competition / competitors) dynamism are important factors. Heterogeneity of the developments creating demand for company's products in the market and in addition to administrative structures and values among these factors are considered. Greenberger and Sexton (1988) mentioned in some special situations that trigger the emergence of entrepreneurial behavior. These are changes in 649 �2nd International Symposium on Sustainable Development, June 8-9 2010, Sarajevo corporate governance, merger or take over their competitors' moves to increase market share, and new technology development, economic changes, changes in customer expectations and changes in the process (Hornsby et al, 1993). Relationship Between Entrepreneurship And Innovation Innovation is an entrepreneurship activity. Innovation means ―creating new sources of entrepreneurship for wealth creation or with use of existing resources to create prosperity‖ (Drucker,1998). The relationship between entrepreneurship and innovation has been one of the subjects of several investigations for many years. R & D is seen as a technological innovation for more than half a century ( Zahao, 2005). Moreover, inventions used as the narrow definition of innovation. Innovation is a multidimensional concept and has technical characteristics. Innovation takes place in a radical way and change in products, services as well as the change in management even may be in technology change so is a multidimensional process that is beyond the technical aspects (Zahao, 2005). The relationship between entrepreneurship and innovation and entrepreneurs be seen as innovator which was first introduced by Schumpeter in 1930. According to him, entrepreneurs may impact providers through economic development by making innovations. According to this entrepreneurial paradigm, entrepreneurs hasve assumed a dynamic process for starting-up business by innovativeness activity. As a result of an entrepreneur's innovation process some tools such as Product and service differentiation, successfully meet market needs were created These are the process of entrepreneurial innovation. Innovation is an continuity activity. Therefore, evaluation of new ideas must be used for profit (www.focusinnovation.net, 2010). Intrapreneurial innovation can be carried out by employees. The employees may be holding a special effort to innovate and so it is an important element for the firm to support this request. On the other hand, employees' support is a potential source for the company. Human capital is an important element for the company's innovation potential. Support of intrapreneurship affect lowering the cost by preventing supplied outside innovation (Subramanian, 2004). Importance and Purpose of Research Intrapreneurship is briefly defined as an entrepreneurship in the existing organization and in this respect, intrapreneurship positively affects the staff and institutions. Intrapreneurship isconsiderd within innovation context in this study, investigating environmental factors which affect the intrapreneurship formation and the impact of intrapreneurship in the success of companies have been discussed. Also it is investigated in this study that there exists a significant relationship between innovation and intrapreneurship. Research Method This study employed a standard questionnaire for data collection. Reviewed the relevant literature and questionnaire was created. There are total 76 questions in the first part of questionnaire for measuring the environmental factors which affect intrapreneurship, relation between innovation and entrepreneurship. In the second part of the questionnaire has total 9 questions to determine demographic characteristics. Whilst choosing the sample of research some certain criteria has been considered, such as companies having at least 50 employees and that have been passed 5 years of activity operating in the manufacturing industry as well as with companies having more than 250 employees and registered in Chamber of Commerce and Industry of Sakarya. Randomly selected 340 white collar employees in 33 companies answered the questionnaire. Data collected were then analyzed using SPSS 16.0 program. Research Questions 1. 2. 3. 4. 5. 6. How perception of innovation in studied corporate? How is the perception of intrapreneurship is seen in sample organizations? Is intrapreneurship differentiated according to gender? According to the company's activities while in innovation and entrepreneurial orientation tend to vary? According to the company's age, do companies differently tend to apply innovation and intrapreneurship? Are there any relationship between intrapreneurship and innovations? 650 �2nd International Symposium on Sustainable Development, June 8-9 2010, Sarajevo Findings Variable Age of Firm Less than 5 5-9 10-14 15-19 20+ No Export Revenue Less than % 20 %20-%40 %41-%60 %61 + Work in Less than 1 year 1-5 year 6-10 year 11-20 year 21 and + Woman Sex Man Frequency % 15 4,6 84 61 79 25,5 18,5 24,0 90 27,4 103 32,9 76 24,3 60 19,2 49 Variable Frequency % 43 12,9 87 115 85 161 173 19 26,1 34,5 25,5 48.2 51.8 6,5 75 25,8 114 39,2 15,7 %6- %10 %11 -%20 60 20,6 25 8,0 %21 + 23 7,9 43 13,0 10 3,0 176 91 21 1 53,0 27,4 6,3 0,3 166 34.9 21-30 31-40 41-50 51 + Married 144 142 32 8 210 42,9 42,3 9,5 2,4 63 215 64.8 Single 124 37 50-100 Number Employees of 101-250 251-500 500+ Manager Employee %0- Status Increase Number Employees in of %0 -%5 21 - Age Marital Status Table 1: Frequency Distribution of Demographic Characteristics Research examined the demographic characteristics of the companies 27% and over 20 years of operating, 34% of the cases has more than 250 employees, approximately 70% of its have an export income, The increase in the number of employees by a ratio of 40% from 6% to be between 10%, and approximately 80% of questionnaire respondents between 20 and 40 age are shown. also 63% of survey respondents were married and 65% are male and 48% of managers. Disagree Frequency % Unstable Frequency % Agree Frequency % Mean Increase the resources to R & D activities. 91 26.8 70 20.6 179 52.7 3,38 R & D expenditure is above the industry average. 101 30 114 33.8 122 36.2 3,12 Innovation is important factor for the institution. Total 51 15.2 59 17.6 225 67.2 3,69 81 24 81 24 175.3 52.03 3,39 Variable Table 2: Dimensions of Innovation As shown in the table above 52% of research participants with 3.38 average stated that increasing the resources allocated to developing new products. Moreover, 67% stated that innovation is an important element for the institution but the resources allocated to R & D according to industry averages is not fully clear. The average size is 52% innovation. This ratio is quite high. 651 �2nd International Symposium on Sustainable Development, June 8-9 2010, Sarajevo Dimensions of Intrapreneurship Innovation Arithmetic Average 3,39 Standard Deviation 0,730 Starting New Business Venture Self-Renewal Risk Taking Proactive Behavior Competitive Assertiveness Autonomy Intrapreneurship 3,47 3,40 3,35 3,56 3,28 3,40 3,38 0,729 0,690 0,708 0,749 0,654 0,713 0,592 Table 3: Descriptive Statistics of Intrapreneurship Dimensions There are descriptive statistics whit related to entrepreneurship to researches companies in table 3. Between those dimensions that have the highest average proaktivite dimension. This dimension has 3.56 average. The lowest average is the competitive initiative. Moreover, intrapreneurship seems the range of 3.38. within a 5-level scale. Variable Internal Communication Factor Formal Control Environmental Scanning Organizational and Administrative Support Organisational Values Disagree f (x) % 68.7 20.3 82 24.5 45.6 13.5 68.8 20.4 70.5 20.7 Unstable f (x) % 70.7 20.9 56.5 16.7 60.3 17.8 62.4 18.5 76.7 22.5 Agree f (x) 173.5 198.7 232.6 200.4 192 % 58.8 58.8 68.6 60.8 56.6 Mean 3.44 3.44 3.75 3.54 3.48 Technological Opportunities 45.5 13.45 46 13.35 246.5 73.2 3.78 Dynamic Environment Intense Competition Sectoral Growth and The Demand For New Products 81.75 93.6 46.6 24.27 28.02 13.86 57.25 68.8 60.33 17 20.82 17.93 200.25 171.4 229.66 58.7 51.3 68.2 3.44 3.30 3.74 Table 4: Environmental Factors Affecting Intrapreneurship Internal and external environmental factors affect intrapreneurship. Accordingly, having the the largest effect elements on intrapreneurship are as follows; environmental scan (3.75), technological opportunities (3.78), industry growth and demand for new products (3.74). Innovation Intrapreneurship Low Medium High Total Significance : 0.000 df: 4 R²: 0.56 Low 14 38 0 52 Medium 6 91 26 123 High 0 46 116 162 Total 20 175 142 337 Table 5: Relationship Between Intrapreneurship and Innovations As shown in the table, there is a high level relationship between intrapreneurship and innovation. The rate of this relationship is examined, intrapreneurial activity is effective innovation in a ratio of 56%. Firm Innovation Mean A g e Starting New Business Venture Mean SelfRenewal Mean Risk Taking Mean Proactive Behavior Mean 652 Competitive Autonomy Intrapreneurship Assertiveness Mean Mean Mean �2nd International Symposium on Sustainable Development, June 8-9 2010, Sarajevo Less than 5 5-9 year 10-14 year 15-19 year 20+ 3.27 3,31 3.16 3.20 3.20 3.48 3.30 3,27 3.18 3.42 3.23 3.21 3.62 3.23 3.37 3.30 3.79 3.63 3.74 3.63 3.70 3.59 3.79 3.67 3.43 3.57 3.55 3.34 3.57 3.33 3.33 3.41 3,32 3.35 3.23 3.34 3.43 3.08 3,28 3.29 Table 6: According to Firm Age Corporate Entrepreneurship As shown in table 6, firm age matters in having intrapreneurship characteristics for companies. In literature intrapreneurship has a history of at least five years for establishment of intrapreneurship in company. The companies with less than 5 years age have lower intrapreneurship means (3.27) . As the company of the firms increases they tend to be more intrapreneur. But after 10-14 years (for 15-19 and +20) this increase stops and begins to decline. Conclusions In recent years, intrapreneurship has been a major field of study for utilization of opportunities. Internal entrepreneurship include, risk taking, innovation, proaktiveness, strategic innovation, autonomy and tend to intense competition. These are expressed as organizational trends. Main goal of intrapreneurship, against the fast-changing market demands in the environment can turn into opportunities and create business behavior to new areas of competition, dynamism, flexibility and innovation. In this study, intrapreneurship, has been evaluated under the organizational and environmental determinants. Internal factors are considered as, open communications, environmental monitoring, event successful for the administrative support and formal control administrative support elements of these factors the highest level relationship with the corporate entrepreneurial than others. Environmental factors which affect corporate entrepreneurship was considered, intense competition, dynamic environment, technological opportunities, industry growth and demand for new products. technological opportunities the most of of relations with intrapreneurship. In this study the relationships were examined within the framework of intrapreneurial innovation. Innovative applications created internal entrepreneurs and this study concluded that there is an impact of intrapreneurship practices on innovation (%56). References Agca, V. (2005). Intrapreneurship Structures and Firm Performance Effects: Research Company in the Textile Sector in Denizli ,PhD Thesis, Afyon Kocatepe University Institute of Social Sciences, Afyon Antoncic, B. (2007). Intrapreneurship: a Comparative Structural Equation Modeling Study, Industrial Management and Data System s(vol.107, No.3, pp.309-325). Slovenia Antoncic, B., & Hisrich, R.D. (2003). Clarifying The Intrapreneurship Concept, Journal of Small Business and Enterprise Development (10 (1) s.7-24.) Antoncic, B. & Hisrich, R.D., (2001). Intrapreneurship: Construct Refinement and Cross-Cultural Validation, Journal of Business Venturing (16 (5), s. 495-527). Carrier, C. (1996). Intrapreneurship in Small Businesses: an Exploratory Study, Entrepreneurship Theory and Practice (21 (1), s. 5-20). Covin, J.G., & Miles, M.P. (1999). Corporate Entrepreneurship and Pursuit of Competitive Advantage, Entrepreneurship Theory and Practice, 23 (3), 47-64. Drucker, P. (1998), The Discipline of Innonation, Harward Business Review, Nowember-December 653 �2nd International Symposium on Sustainable Development, June 8-9 2010, Sarajevo Fitzsimmons, J.R., Douglas, E.J., Hisrich, R.D. & Antoncic, B. (2005). Intrapreneurship in Australian Firms, Journal of The Australia and New Zealand Academy of Management (11 (1): 17-27). Hornsby, J.S., Kuratko, D.F. and Zahra, S.A., (2002). Middle Managers‘ Perception of The Internal Environment For Corporate Entrepreneurship: Assessing A Measurement Scale, Journal of Business Venturing, (17 (3), s.253-273). Jarna, H. & Kaisu, K. (2005). How About Measurıng Intrapreneurshıp?, Small Business Institute, Turku School of Economics and Business Administration, Finlan Kuratko, D. & Hoggetts, R. M. (1995). Entrepreneurship, Third Edition, The Dryeden Pres, Orlanda Koçel, T. (1998). Entrepreneurship but Which One, Executive Excellence (s:10). Rule, E.G. & Irwin, D.W. (1988). Fostering Intrapreneurship: The New Competitive Edge, The Journal of Business Strategy (9 (3), s. 44-47). Subramanian, N. (2004). The Economics of Intrapreneurial Innovation, Working Paper Series, Jel Classifications (D21, G32, L22, L23) Zahao, F. (2005). Exploring the synergy Between Entrepreneurship and Innovation, Internetional Journal of Entrepreneurial Behaviour and Research (Vol.11, no.1, pp.25-41) Zahra, S. A. (1991). Predictors and Financial Outcomes of Corporate Entrepreneurship: An Exploratory Study, Journal of Business Venturuing (6 (4), s.259-285). http://www.focusinnovation.net/techtransfer.html(05.02.2006) 654 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 304 Title A name given to the resource Effects of Internal Entrepreneurshıp as an Innovative Activity: a Field Research on Manufacturing Industry Author Author BOZKURT, Öznur BAYRAKTAROĞLU, Serkan Abstract A summary of the resource. Intraperneurship is an entepreneurship activity in existence foundation. Intrareneurship is an innovative activity which is very important for competition. In this study, intrapreneurship is considered within the scope of innovativeness, it is discussed what the efficient causes are on the formation of internal entrepreneurship structures and what sort of effect internal entrepreneurship has on company achievement. In this study, in which internal entrepreneurship is considered as an innovative activity was used and questionnaire method was used for the purpose of data acquisition. According to the results of research, there are significant relationships between innovation and intrapreneurship. In addition corporate entrepreneurship and innovation were higher tendency in research organizations. Date A point or period of time associated with an event in the lifecycle of the resource 2010-06 Keywords Keywords. Conference or Workshop Item PeerReviewed HB Economic Theory https://omeka.ibu.edu.ba/files/original/45610a2f22ceb132b5c3807f926dcb9a.pdf 73d1a020a70938186b3b32adc500ea7a PDF Text Text 2nd International Symposium on Sustainable Development, June 8-9 2010, Sarajevo Effects of Internal Entrepreneurshıp as an Innovative Activity: a Field Research on Manufacturing Industry Öznur BOZKURT Düzce University Akçakoca Tourism Management High School oznurbozkurt54@yahoo.com Serkan BAYRAKTAROĞLU Sakarya University Faculty of Economics and Administrative Sciences serkanb@sakarya.edu.tr Abstract: Intraperneurship is an entepreneurship activity in existence foundation. Intrareneurship is an innovative activity which is very important for competition. In this study, intrapreneurship is considered within the scope of innovativeness, it is discussed what the efficient causes are on the formation of internal entrepreneurship structures and what sort of effect internal entrepreneurship has on company achievement. In this study, in which internal entrepreneurship is considered as an innovative activity was used and questionnaire method was used for the purpose of data acquisition. According to the results of research, there are significant relationships between innovation and intrapreneurship. In addition corporate entrepreneurship and innovation were higher tendency in research organizations. Introduction The word ―entrepreneur‖ comes from the French word "Entreprendre" which means to take on. Entrepreneur who is undertakes to organize and risk. In recent years, entrepreneurs have been doing many different jobs that they require to expand the definition. Today, an entrepreneur as an innovatory or developer to find and capture opportunities; converts these opportunities into marketable ideas; in time, adds value this ideas with money or skills; to apply these ideas to bear the risks of the competitive market place and these efforts can translate into money (Kuratko and Hoggets, 1995: 4). Intrapreneurship, in recent years prominent in the literature and stated that entrepreneurship in an existing organizations and it is an integral part of the innovation concept, previously considered only features of the largescale organization. Later on this concept to be regarded as tools to provide development and growth. Employees to act as entrepreneurs and have the right to autonomy become a key element for strategic development in organization. The need to have entrepreneurial thinking to respond to environmental changes has brought a different view in entrepreneurship. Entrepreneurship is not limited or start a new business to establish production. It includes changes in the organization. Today, entrepreneurship means starting a new job and looking for opportunities in existing organizations for creating and innovative acts. When evaluated from this point of view,this process includes entrepreneurial behavior. Intrapreneurship Concept On the basis of intrapreneurship, entrepreneurial thinking is spreading into the organization. In general, intrapreneurship is demonstrating total entrepreneurship and innovation effectiveness within an existing organization and directed staff to act as entrepreneurs (Koçel, 1998: 17). Within an existing institution by one or more employees out of a importent innovation for the company and implementation (Carrier1996,p.7). intrapreneurship, besides innovation to create or maintain a competitive advantage to organizations, markets and sectors is redefined. (Covin and Miles, 1999,p.50). Intrapreneurship emerges in an existing organization and is separated from conventional behavior. Regardless of size of organization, beyond create a few new business opportunities, is an innovative activity (Antoncic and Hisrich, 2003). 648 �2nd International Symposium on Sustainable Development, June 8-9 2010, Sarajevo Dimensions of Intrapreneurship Many studies are regarding intrapreneurship with six intrapreneurship dimension. These dimensions are typically include new products, services, market technology and management techniques to develop a strategic change, autonomy, and proactiveness elements. These dimensions in relation to each other (Rule and Irvin, 1988). New Business Opportunities: In short it can be defined, as regardless of the size of organization, demonstrating on innovationof the existing products or markets and creating new jobs (Antoncic, 2007). The company's bringing new products or innovation in existing products for the future. In other words, it is about making improvements to meet the needs of the market (Jarna and Kaisu 2005). According to another definition the company's market and their products by redefining and mobilizing the company's internal dynamics is to turn the company‘s staff into entrepreneurs. This application helps through competitively regulation of the company's vision and business arrangement (Fitzsimmons, 2005: 18). Innovation: Innovation is a particular function of entrepreneurship. Innovation means creating wealth with new sources or wealth creation by increasing the use of existing resources as a potential (Drucker,1998). For firms creating and maintaining competitive advantage in the market dynamism is necessary pushing innovation. Corporate entrepreneurship or intrapreneurship in terms of innovation is an important factor. Development of new technologies related to the products, services and administrative practices (Antoncic and Hisrich, 2001). New Venture Initiation: Companies to produce new products or market improvements is existing products for future market needs (Fitzsimmons, 2005). Regardless of the size of organization new processes are put in market or products (Antoncic, 2007). Proaktiveness: This term expresses to gain a competitive advantage for companies and predict events, risk taking and to be first in the market. In other words, for the firm's competitive ability is achieved new products, services, technology and management techniques in the market (Jarna and Kaisu, 2005). Strategic Renewal: The basic idea is toensure the organizational change and rebuild (Antoncic, 2007). Strategic and organizational changes oriented as innovation, market, customer and competitor (Fitzsimmons, 2005). Manifesto, called B-type of strategic renewal, reconstruction of existing missions and change in creative direction, changed the system and refers to organization structure focused on innovation. Usually this kind of change as revealed for the organization's basic values (Jarna and Kaisu, 2005). Autonomy: The development of independent entrepreneurship in society, open-minded and free-willed person to act as brave decisions have an important role. Likewise, intrapreneurship as an considered organizational level which implementation and development of the necessary conditions, creative and new ideas to individuals or teams within the company. Therefore, it is necessary to have an important motivating factor in the market leader is to find an independent entrepreneurial spirit (Ağca, 2005). Internal Environmental Factors Affecting Intrapreneurship There are many factors which influence intrapreneurship Intrapreneurship in the literature mainly talks about two environment: Internal environment and external environment. In place of intrapreneurship in a company and success seen as determining the organizational features includes elements such as, communication, formal control, environmental monitoring intensity, organizational and administrative support, and organizational values. The effect on intrapreneurship of the external environment characteristics include dynamism, technological opportunities, industry growth, demand for new products and intense competition. Organizational characteristics, individual characteristics and environmental interactions create entrepreneurial behavior. Zahra (1991) refers to the emergence of corporate entrepreneurship with many factors that affecting intrapreneurship. Threats / hostile (threatens on the company's mission competition / competitors) dynamism are important factors. Heterogeneity of the developments creating demand for company's products in the market and in addition to administrative structures and values among these factors are considered. Greenberger and Sexton (1988) mentioned in some special situations that trigger the emergence of entrepreneurial behavior. These are changes in 649 �2nd International Symposium on Sustainable Development, June 8-9 2010, Sarajevo corporate governance, merger or take over their competitors' moves to increase market share, and new technology development, economic changes, changes in customer expectations and changes in the process (Hornsby et al, 1993). Relationship Between Entrepreneurship And Innovation Innovation is an entrepreneurship activity. Innovation means ―creating new sources of entrepreneurship for wealth creation or with use of existing resources to create prosperity‖ (Drucker,1998). The relationship between entrepreneurship and innovation has been one of the subjects of several investigations for many years. R & D is seen as a technological innovation for more than half a century ( Zahao, 2005). Moreover, inventions used as the narrow definition of innovation. Innovation is a multidimensional concept and has technical characteristics. Innovation takes place in a radical way and change in products, services as well as the change in management even may be in technology change so is a multidimensional process that is beyond the technical aspects (Zahao, 2005). The relationship between entrepreneurship and innovation and entrepreneurs be seen as innovator which was first introduced by Schumpeter in 1930. According to him, entrepreneurs may impact providers through economic development by making innovations. According to this entrepreneurial paradigm, entrepreneurs hasve assumed a dynamic process for starting-up business by innovativeness activity. As a result of an entrepreneur's innovation process some tools such as Product and service differentiation, successfully meet market needs were created These are the process of entrepreneurial innovation. Innovation is an continuity activity. Therefore, evaluation of new ideas must be used for profit (www.focusinnovation.net, 2010). Intrapreneurial innovation can be carried out by employees. The employees may be holding a special effort to innovate and so it is an important element for the firm to support this request. On the other hand, employees' support is a potential source for the company. Human capital is an important element for the company's innovation potential. Support of intrapreneurship affect lowering the cost by preventing supplied outside innovation (Subramanian, 2004). Importance and Purpose of Research Intrapreneurship is briefly defined as an entrepreneurship in the existing organization and in this respect, intrapreneurship positively affects the staff and institutions. Intrapreneurship isconsiderd within innovation context in this study, investigating environmental factors which affect the intrapreneurship formation and the impact of intrapreneurship in the success of companies have been discussed. Also it is investigated in this study that there exists a significant relationship between innovation and intrapreneurship. Research Method This study employed a standard questionnaire for data collection. Reviewed the relevant literature and questionnaire was created. There are total 76 questions in the first part of questionnaire for measuring the environmental factors which affect intrapreneurship, relation between innovation and entrepreneurship. In the second part of the questionnaire has total 9 questions to determine demographic characteristics. Whilst choosing the sample of research some certain criteria has been considered, such as companies having at least 50 employees and that have been passed 5 years of activity operating in the manufacturing industry as well as with companies having more than 250 employees and registered in Chamber of Commerce and Industry of Sakarya. Randomly selected 340 white collar employees in 33 companies answered the questionnaire. Data collected were then analyzed using SPSS 16.0 program. Research Questions 1. 2. 3. 4. 5. 6. How perception of innovation in studied corporate? How is the perception of intrapreneurship is seen in sample organizations? Is intrapreneurship differentiated according to gender? According to the company's activities while in innovation and entrepreneurial orientation tend to vary? According to the company's age, do companies differently tend to apply innovation and intrapreneurship? Are there any relationship between intrapreneurship and innovations? 650 �2nd International Symposium on Sustainable Development, June 8-9 2010, Sarajevo Findings Variable Age of Firm Less than 5 5-9 10-14 15-19 20+ No Export Revenue Less than % 20 %20-%40 %41-%60 %61 + Work in Less than 1 year 1-5 year 6-10 year 11-20 year 21 and + Woman Sex Man Frequency % 15 4,6 84 61 79 25,5 18,5 24,0 90 27,4 103 32,9 76 24,3 60 19,2 49 Variable Frequency % 43 12,9 87 115 85 161 173 19 26,1 34,5 25,5 48.2 51.8 6,5 75 25,8 114 39,2 15,7 %6- %10 %11 -%20 60 20,6 25 8,0 %21 + 23 7,9 43 13,0 10 3,0 176 91 21 1 53,0 27,4 6,3 0,3 166 34.9 21-30 31-40 41-50 51 + Married 144 142 32 8 210 42,9 42,3 9,5 2,4 63 215 64.8 Single 124 37 50-100 Number Employees of 101-250 251-500 500+ Manager Employee %0- Status Increase Number Employees in of %0 -%5 21 - Age Marital Status Table 1: Frequency Distribution of Demographic Characteristics Research examined the demographic characteristics of the companies 27% and over 20 years of operating, 34% of the cases has more than 250 employees, approximately 70% of its have an export income, The increase in the number of employees by a ratio of 40% from 6% to be between 10%, and approximately 80% of questionnaire respondents between 20 and 40 age are shown. also 63% of survey respondents were married and 65% are male and 48% of managers. Disagree Frequency % Unstable Frequency % Agree Frequency % Mean Increase the resources to R & D activities. 91 26.8 70 20.6 179 52.7 3,38 R & D expenditure is above the industry average. 101 30 114 33.8 122 36.2 3,12 Innovation is important factor for the institution. Total 51 15.2 59 17.6 225 67.2 3,69 81 24 81 24 175.3 52.03 3,39 Variable Table 2: Dimensions of Innovation As shown in the table above 52% of research participants with 3.38 average stated that increasing the resources allocated to developing new products. Moreover, 67% stated that innovation is an important element for the institution but the resources allocated to R & D according to industry averages is not fully clear. The average size is 52% innovation. This ratio is quite high. 651 �2nd International Symposium on Sustainable Development, June 8-9 2010, Sarajevo Dimensions of Intrapreneurship Innovation Arithmetic Average 3,39 Standard Deviation 0,730 Starting New Business Venture Self-Renewal Risk Taking Proactive Behavior Competitive Assertiveness Autonomy Intrapreneurship 3,47 3,40 3,35 3,56 3,28 3,40 3,38 0,729 0,690 0,708 0,749 0,654 0,713 0,592 Table 3: Descriptive Statistics of Intrapreneurship Dimensions There are descriptive statistics whit related to entrepreneurship to researches companies in table 3. Between those dimensions that have the highest average proaktivite dimension. This dimension has 3.56 average. The lowest average is the competitive initiative. Moreover, intrapreneurship seems the range of 3.38. within a 5-level scale. Variable Internal Communication Factor Formal Control Environmental Scanning Organizational and Administrative Support Organisational Values Disagree f (x) % 68.7 20.3 82 24.5 45.6 13.5 68.8 20.4 70.5 20.7 Unstable f (x) % 70.7 20.9 56.5 16.7 60.3 17.8 62.4 18.5 76.7 22.5 Agree f (x) 173.5 198.7 232.6 200.4 192 % 58.8 58.8 68.6 60.8 56.6 Mean 3.44 3.44 3.75 3.54 3.48 Technological Opportunities 45.5 13.45 46 13.35 246.5 73.2 3.78 Dynamic Environment Intense Competition Sectoral Growth and The Demand For New Products 81.75 93.6 46.6 24.27 28.02 13.86 57.25 68.8 60.33 17 20.82 17.93 200.25 171.4 229.66 58.7 51.3 68.2 3.44 3.30 3.74 Table 4: Environmental Factors Affecting Intrapreneurship Internal and external environmental factors affect intrapreneurship. Accordingly, having the the largest effect elements on intrapreneurship are as follows; environmental scan (3.75), technological opportunities (3.78), industry growth and demand for new products (3.74). Innovation Intrapreneurship Low Medium High Total Significance : 0.000 df: 4 R²: 0.56 Low 14 38 0 52 Medium 6 91 26 123 High 0 46 116 162 Total 20 175 142 337 Table 5: Relationship Between Intrapreneurship and Innovations As shown in the table, there is a high level relationship between intrapreneurship and innovation. The rate of this relationship is examined, intrapreneurial activity is effective innovation in a ratio of 56%. Firm Innovation Mean A g e Starting New Business Venture Mean SelfRenewal Mean Risk Taking Mean Proactive Behavior Mean 652 Competitive Autonomy Intrapreneurship Assertiveness Mean Mean Mean �2nd International Symposium on Sustainable Development, June 8-9 2010, Sarajevo Less than 5 5-9 year 10-14 year 15-19 year 20+ 3.27 3,31 3.16 3.20 3.20 3.48 3.30 3,27 3.18 3.42 3.23 3.21 3.62 3.23 3.37 3.30 3.79 3.63 3.74 3.63 3.70 3.59 3.79 3.67 3.43 3.57 3.55 3.34 3.57 3.33 3.33 3.41 3,32 3.35 3.23 3.34 3.43 3.08 3,28 3.29 Table 6: According to Firm Age Corporate Entrepreneurship As shown in table 6, firm age matters in having intrapreneurship characteristics for companies. In literature intrapreneurship has a history of at least five years for establishment of intrapreneurship in company. The companies with less than 5 years age have lower intrapreneurship means (3.27) . As the company of the firms increases they tend to be more intrapreneur. But after 10-14 years (for 15-19 and +20) this increase stops and begins to decline. Conclusions In recent years, intrapreneurship has been a major field of study for utilization of opportunities. Internal entrepreneurship include, risk taking, innovation, proaktiveness, strategic innovation, autonomy and tend to intense competition. These are expressed as organizational trends. Main goal of intrapreneurship, against the fast-changing market demands in the environment can turn into opportunities and create business behavior to new areas of competition, dynamism, flexibility and innovation. In this study, intrapreneurship, has been evaluated under the organizational and environmental determinants. Internal factors are considered as, open communications, environmental monitoring, event successful for the administrative support and formal control administrative support elements of these factors the highest level relationship with the corporate entrepreneurial than others. Environmental factors which affect corporate entrepreneurship was considered, intense competition, dynamic environment, technological opportunities, industry growth and demand for new products. technological opportunities the most of of relations with intrapreneurship. In this study the relationships were examined within the framework of intrapreneurial innovation. Innovative applications created internal entrepreneurs and this study concluded that there is an impact of intrapreneurship practices on innovation (%56). References Agca, V. (2005). Intrapreneurship Structures and Firm Performance Effects: Research Company in the Textile Sector in Denizli ,PhD Thesis, Afyon Kocatepe University Institute of Social Sciences, Afyon Antoncic, B. (2007). Intrapreneurship: a Comparative Structural Equation Modeling Study, Industrial Management and Data System s(vol.107, No.3, pp.309-325). Slovenia Antoncic, B., & Hisrich, R.D. (2003). Clarifying The Intrapreneurship Concept, Journal of Small Business and Enterprise Development (10 (1) s.7-24.) Antoncic, B. & Hisrich, R.D., (2001). Intrapreneurship: Construct Refinement and Cross-Cultural Validation, Journal of Business Venturing (16 (5), s. 495-527). Carrier, C. (1996). Intrapreneurship in Small Businesses: an Exploratory Study, Entrepreneurship Theory and Practice (21 (1), s. 5-20). Covin, J.G., & Miles, M.P. (1999). Corporate Entrepreneurship and Pursuit of Competitive Advantage, Entrepreneurship Theory and Practice, 23 (3), 47-64. Drucker, P. (1998), The Discipline of Innonation, Harward Business Review, Nowember-December 653 �2nd International Symposium on Sustainable Development, June 8-9 2010, Sarajevo Fitzsimmons, J.R., Douglas, E.J., Hisrich, R.D. & Antoncic, B. (2005). Intrapreneurship in Australian Firms, Journal of The Australia and New Zealand Academy of Management (11 (1): 17-27). Hornsby, J.S., Kuratko, D.F. and Zahra, S.A., (2002). Middle Managers‘ Perception of The Internal Environment For Corporate Entrepreneurship: Assessing A Measurement Scale, Journal of Business Venturing, (17 (3), s.253-273). Jarna, H. & Kaisu, K. (2005). How About Measurıng Intrapreneurshıp?, Small Business Institute, Turku School of Economics and Business Administration, Finlan Kuratko, D. & Hoggetts, R. M. (1995). Entrepreneurship, Third Edition, The Dryeden Pres, Orlanda Koçel, T. (1998). Entrepreneurship but Which One, Executive Excellence (s:10). Rule, E.G. & Irwin, D.W. (1988). Fostering Intrapreneurship: The New Competitive Edge, The Journal of Business Strategy (9 (3), s. 44-47). Subramanian, N. (2004). The Economics of Intrapreneurial Innovation, Working Paper Series, Jel Classifications (D21, G32, L22, L23) Zahao, F. (2005). Exploring the synergy Between Entrepreneurship and Innovation, Internetional Journal of Entrepreneurial Behaviour and Research (Vol.11, no.1, pp.25-41) Zahra, S. A. (1991). Predictors and Financial Outcomes of Corporate Entrepreneurship: An Exploratory Study, Journal of Business Venturuing (6 (4), s.259-285). http://www.focusinnovation.net/techtransfer.html(05.02.2006) 654 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 253 Title A name given to the resource Effects of Internal Entrepreneurshıp as an Innovative Activity: a Field Research on Manufacturing Industry Author Author BOZKURT, Öznur BAYRAKTAROĞLU, Serkan Abstract A summary of the resource. Intraperneurship is an entepreneurship activity in existence foundation. Intrareneurship is an innovative activity which is very important for competition. In this study, intrapreneurship is considered within the scope of innovativeness, it is discussed what the efficient causes are on the formation of internal entrepreneurship structures and what sort of effect internal entrepreneurship has on company achievement. In this study, in which internal entrepreneurship is considered as an innovative activity was used and questionnaire method was used for the purpose of data acquisition. According to the results of research, there are significant relationships between innovation and intrapreneurship. In addition corporate entrepreneurship and innovation were higher tendency in research organizations. Date A point or period of time associated with an event in the lifecycle of the resource 2010-06 Keywords Keywords. Conference or Workshop Item PeerReviewed HB Economic Theory https://omeka.ibu.edu.ba/files/original/d553df72c0706f584d9470ffd36b4c84.pdf 4db6b4af4080e1c6984daad736a0e7be PDF Text Text Effects of Knowledge on Nutrition and Eating Habits of Bilecik University Students Alev AKPINAR BORAZAN, Caglayan ACIKGOZ Engineering Faculty, Chemical and Process Engineering Department, Bilecik University, Bilecik-Turkey e-mail:alev.akpinar@bilecik.edu.tr Abstract: A problem facing youth today is the lack of available healthy fast foods or easily prepared foods. During adolescence, young people are assuming responsibility for their own eating habits, health-related attitudes and behaviours and their growing independence is often associated with unconventional eating patterns. The aim of this study was detecting the effect of knowledge on nutrition and affecting healthy food choices in Bilecik University students. Researching data were collected from 471 of Bilecik University students in 2 campuses. In the present study which was done the method of simple randomized sampling and completed questionnaires to nutritional knowledge, eating habits and behaviours of them. 209 (%44.4) of male students and 262 (%55.6) of female students were examined. It was found that the average weights of the male and female students, who were at the ages of 17-23, were 60.85 kg and the average heights of them were 168.03m.Applied questionnaires before and after giving nutritional training, the results demonstrated that students improved their eating habits and behaviours; consumption ratio of fruits-vegetables for everyday was increased from %36.7 to%46.2; sugary foods consumption ratio was decreased from %91.7 to %88.7. At breakfast, drinking tea-coffee ratio was also decreased from %81 to %73.9; drinking fruits / vegetable juices -milk ratio was raised to %26.1 from %19 .The lunch and dinner choices of students were seemed to develop; eating nick nack frequency was reduced from%18.1 to % 15.8, consumption meat with unhealthy fats was down %38.3 to %27.7. On the other hand eating vegetables frequency was getting increase %9.8 up to %16.6. Nutrition education for students should incorporate self-efficacy, relevant health values and barriers-to-change, education about nutrients, and improved access to healthy foods. Student smoking and drinking should also be targeted. Keywords: Nutrition, knowledge, eating habits, University student Introduction University students living away from home had developed more unfavourable eating habits than students living at the family home. These findings suggest that moving away from the family home and assuming responsibility for food preparation and purchasing for the first time affect dietary habits in this sample of University students. Students living at home did not show major changes in their eating habits since starting University [1,2]. University students living away from the family home have little time and space when it comes to meal preparation within the confines of dorms, apartments, or shared housing. An additional concern is the knowledge needed to determine which food items to select[3,4]. Students living away from the family home had made some changes; they decreased their weekly consumption of fresh fruit, cooked and raw vegetables, oily fish, seafood, pulses and olive oil, and increased their sugar, wine, alcohol and fast food intake [5-7]. During adolescence, young people are assuming responsibility for their own eating habits, health-related attitudes and behaviours and their growing independence is often associated with unconventional eating patterns[8,9]. Healthy eating related negatively to television watching and alcohol, and positively to selfefficacy, nutrition knowledge, considering weight control [10,11]. Recognition of barriers to change, the extent of social support and the development of skills, e.g. in selecting low-fat foods, are among enabling factors affecting food choices. Assessment of the costs and benefits of dietary change and dealing with feelings of deprivation from restriction of favourite foods also influence dietrelated behaviour [12-15]. Sufficient knowledge about diet is needed for an individual to assess the quality of their own diet and their perception of dietary norms, particularly in regard to people whose opinions they 256 �consider significant, influences their classification with regard to stage of change. Motivation to adopt healthy eating patterns and self-efficacy are important determinants of behavioural change . The aim of this study was detecting the effect of knowledge on nutrition and affecting healthy food choices in Bilecik University students. Materials and Method In this study was chosen one faculty and one Higher Education School of Bilecik University. A selfreported questionnaire was administered to 471 students, ranging in age from 19-23 years. 209 (%44.4) of male students and 262 (%55.6) of female students were examined. It was found that the average weights of the male and female students, who were 60.85 kg and the average heights of them, were 168.03cm. An interviewing form consisting of 15 questions about eating habits and nutrition was applied to these students. Questionnaire data were analysed with the method of simple randomized sampling and completed questionnaires to nutritional knowledge, eating habits and behaviours of Bilecik University students. Results Applied questionnaires before and after giving nutritional training, the results demonstrated that students improved their eating habits and behaviours. Figure1. shows that the consumption ratio of fruitsvegetables for everyday. It was increased from %36.7 to %46.2 . Consumption ratio of vegetables-fruits For everday 80.0 60.0 % 40.0 20.0 0.0 Before Knowledge After Knowledge yes no Figure 1. The consumption ratio of fruits-vegetables for everyday Sugary foods consumption ratio data is given in Figure 2 as a block diagram. As you seen, the sugary foods consumption ratio was decreased from %91.7 to %88.7. Sugary foods consumption ratio 100.0 80.0 % 60.0 40.0 20.0 0.0 yes no Before Knowledge After Knowledge Figure 2. Sugary foods consumption ratio 257 �As drinking tea-coffee ratio was decreased from %81 to %73.9 , drinking fruits / vegetable juices -milk ratio was raised to %26.1 from %19 at breakfast. (Fig.3.) Which drink do you prefer for the breakfast? 80 70 60 50 40 % 30 20 10 0 tea coffee or any dairy fruits- products vegetable other cafein juices drink Figure 3. Most preferred beverages at breakfast The lunch and dinner choices of students were seemed to develop; eating vegetables frequency was getting increase %9.8 up to %16.6, on the other hand eating nick nack frequency was reduced from%18.1 to % 15.8 (Fig.4(a)), and also consumption meat with unhealthy fats was down %38.3 to %27.7(Fig.4(b)) What kind of foods do you prefer to consume to healthy digestive system for body? 35.0 30.0 25.0 % 20.0 15.0 10.0 5.0 0.0 a b a) always eating of rice/macaroni for three times per a week c) always eating of fresh fruits for twice per a day e) eating nick nack frequently 258 c (a) d e f b) always eating of cereals at least two times per a week d) always eating of fresh vegetables for three times per a day f) eating vegetables frequently �What kind of foods do you prefer to consume to keepaway to be cancer? 50.0 40.0 % 30.0 20.0 10.0 0.0 a b c (b) a) always eating of fruits-vegetables at least five times for everyday b) reject or reduced the meat with unhealthy fats c) always prefer to seafood, poultry, cereals Figure 4(a,b) Most preferred foods to healthy body To enable the young generations to gain healthy dietary practices and to provide the access to healthy food are the main measures. Conclusion Although students have adequate knowledge about nutrition, they eat frequently junk food. But the best thing is that the students prefer mostly healthy food after knowledge on nutrition and eating habits. Habits involving regular eating patterns and vegetable intake were reported and represent practices that ought to be encouraged. Knowledge about healthy food choices can be a predisposing factor for the adoption of a healthy diet but it is insufficient to motivate healthy eating and psychosocial factors must also be considered. Nutrition interventions in this young population should be encouraged to promote healthier diets and lifestyles, as well as adherence to the traditional Mediterranean diet. Current research indicates that as the students’ knowledge increases, nutritional quality of food choices improves. References • http://www.Find-Health-Articles.Com/Rec_Pub_17368642.Htm, “Eating Habits Of University Students Living At, Or Away From Home In Greece” ,Research Article Summary (Published 9 Feb 2007) • Gracey, D., N., Stanley, V.B., Cortil, B. and Beilin, L.J.( 1996), Nutritional Knowledge, Beliefs And Behaviours In Teenage School Students, Health Education Research Theory & Practice, 11(.2), 187-204 • Debra http://www.Thesportjournal.Org/Article/Nutrition-Knowledge-And-Attitudes-College-Athletes, Dunn, R.N., B.S.N., M.S., C.N.O.R., Lori W. Turner, Ph.D., R.D. & George Denny, Ph.D., “Nutrition Knowledge and Attitudes of College Athletes” ISSN: 1543-9518 • Orak, S., Akgün, S., Orhan, H.( 2006), Süleyman Demirel Üniversitesi Öğrencilerinin Beslenme Alışkanlıklarının Araştırılması , S.D.Ü. Tıp Fak. Dergisi.:13(2)/5-11 • Kızıltan, G., Karabudak, E., Ünver, S., Sezgin, E., Ünal, A. (2005), Nutritional Status Of University Students With Binge Eating Disorder, Ankara Üniversitesi Tıp Fakültesi Mecmuası ; 58:167-171 • Turconi, G., Guarcello, M., Maccarini ,L., Cignoli, F., Setti, S., Bazzano, R. and Roggi, C. (2008), Eating Habits and Behaviors, Physical Activity, Nutritional and Food Safety Knowledge and Beliefs in an Adolescent Italian Population, Journal of the American College of Nutrition, 27(1), 31-43 • Mazıcıoğlu. M.M., Öztürk, A. (2003), Dietary Habits And Influencing Factors In University Students At 3rd And 4th Grades, Erciyes Tıp Dergisi (Erciyes Medical Journal) 25 (4) 172-178 259 �• Sakamaki, R., Amamoto, R., Mochida, Y., Shinfuku, N., Toyama, K.(2005), http://www.nutritionj.com/content/4/1/31, A Comparative Study Of Food Habits And Body Shape Perception Of University Students In Japan And Korea, Nutrition Journal, 4:31doi:10.1186/1475-2891-4-31 • Sakamaki, R., Toyama, K, Amamoto, R., Liu, C. and Shinfuku, N.(2005), Nutritional knowledge, food habits and health attitude of Chinese university students –a cross sectional study, Nutrition Journal, 4: 4. Published online 2005 February 9. doi: 10.1186/1475-2891-4-4 • Türk, M., Gürsoy, Ş.T., Ergin, I. (2007),Kentsel Bölgede Lise Birinci Sınıf Öğrencilerinin Beslenme Alışkanlıkları, Genel Tıp Dergisi;17(2): 81-87 , İzmir • Golan, E., Unnevehr, L. (2008), Food Product Composition, Consumer Health, And Public Policy: Introduction And Overview Of Special Section, Food Polic,y 33 ,465–469 • Directorate General Health and Consumer Protection (SANCO D4), European Commission (2001), http://europa.eu.int/comm/dgs/health_consumer/index_en.htm, Discussion Paper On Nutrition Claims And Functional Claims, SANCO/1341/2001 • Miller, J. C., Coble, K.H. (2007), Cheap Food Policy: Fact Or Rhetoric?, Food Policy 32, 98–111 • İşleten, M., Yüceer, Y.K., Yılmaz, E., Mendeş M. (2007), Consumer Attitudes And Factors Affecting Buying Decision For Functional Foods, Gıda, 32 (1) ,: 25-32 • http://www.hsph.harvard.edu/nutritionsource/what-should-you-eat/pyramid-full-story/index.html, The Nutrition Source, Healthy Eating Pyramid 260 � https://omeka.ibu.edu.ba/files/original/9394e9b95567b92ebf5a2b6fbd95b869.doc 8abd42564ee41acaa8de416daa7bf1cf Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 424 Title A name given to the resource Effects of Knowledge on Nutrition and Eating Habits of Bilecik University Students Author Author AKPINAR BORAZAN, Alev ACIKGOZ, Caglayan Abstract A summary of the resource. A problem facing youth today is the lack of available healthy fast foods or easily prepared foods. During adolescence, young people are assuming responsibility for their own eating habits, health-related attitudes and behaviours and their growing independence is often associated with unconventional eating patterns. The aim of this study was detecting the effect of knowledge on nutrition and affecting healthy food choices in Bilecik University students. Researching data were collected from 471 of Bilecik University students in 2 campuses. In the present study which was done the method of simple randomized sampling and completed questionnaires to nutritional knowledge, eating habits and behaviours of them. 209 (%44.4) of male students and 262 (%55.6) of female students were examined. It was found that the average weights of the male and female students, who were at the ages of 17-23, were 60.85 kg and the average heights of them were 168.03m.Applied questionnaires before and after giving nutritional training, the results demonstrated that students improved their eating habits and behaviours; consumption ratio of fruits-vegetables for everyday was increased from %36.7 to%46.2; sugary foods consumption ratio was decreased from %91.7 to %88.7. At breakfast, drinking tea-coffee ratio was also decreased from %81 to %73.9; drinking fruits / vegetable juices -milk ratio was raised to %26.1 from %19 .The lunch and dinner choices of students were seemed to develop; eating nick nack frequency was reduced from%18.1 to % 15.8, consumption meat with unhealthy fats was down %38.3 to %27.7. On the other hand eating vegetables frequency was getting increase %9.8 up to %16.6. Nutrition education for students should incorporate self-efficacy, relevant health values and barriers-to-change, education about nutrients, and improved access to healthy foods. Student smoking and drinking should also be targeted. Date A point or period of time associated with an event in the lifecycle of the resource 2009-06 Keywords Keywords. Conference or Workshop Item PeerReviewed L Education (General) https://omeka.ibu.edu.ba/files/original/f10b9af08cd8da12c52063ab80756aa7.pdf 5eb4a4459a4856a2571869f3ef5ee4fc PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo Effects of Openness of Leaders in Success of Organizations Amine Khadyr International Burch University, Sarajevo, Bosnia and Herzegovina khadir.amine@yahoo.com Edin Smajic International Burch University, Sarajevo, Bosnia and Herzegovina esmajic@ibu.edu.ba Nowadays many seminars, conferences and courses held and books written in order to improve leadership skills of different kinds of leaders from all over the world. However the openness of leaders in the organization has not been mentioned seriously as it is one of the main skills that successful leaders should have. In this research paper my intention was to demonstrate the idea that openness of leaders is directly related with the success of organization. With the present study, I argue that the characteristic of leaders that is openness of leader’s plays as big role for the effectiveness of employees as well as success of the organization. It is very important because many organizations nowadays fail to operate because of its leader’s lacked skills. Keywords: Openness, Leaders, Organization, Success, Effect, Relationship, Communication, Criteria, Effective. 36 � https://omeka.ibu.edu.ba/files/original/ed2c2f51a10fe1eb071e3275b8b148ba.docx 865257800c8c34dfc9fcc8d2293debdb https://omeka.ibu.edu.ba/files/original/195c55b9d37b03af8bfc0dc84bc54383.pdf dcbe8c13603637b2f007161ec11c7f79 PDF Text Text International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Effects of Openness of Leaders in Success of Organizations Amine Khadyr International Burch University, Sarajevo, Bosnia and Herzegovina khadir.amine@yahoo.com Edin Smajic International Burch University, Sarajevo, Bosnia and Herzegovina esmajic@ibu.edu.ba Abstract Nowadays many seminars, conferences and courses held and books written in order to improve leadership skills of different kinds of leaders from all over the world. However the openness of leaders in the organization has not been mentioned seriously as it is one of the main skills that successful leaders should have. In this research paper my intention was to demonstrate the idea that openness of leaders is directly related with the success of organization. With the present study, I argue that the characteristic of leaders that is openness of leader‘s plays as big role for the effectiveness of employees as well as success of the organization. It is very important because many organizations nowadays fail to operate because of its leader‘s lacked skills. Keywords:Openness, Leaders, Organization, Success, Employee, Motivation, Effectiveness. Introduction Openness has been defined as willingness, readiness to receive impressions and ideas also characterized by an attitude of ready accessibility about ones actions and purposes. In organizations leaders are defined as the most influential people. So in order to communication be strong and information to flow effectively inside of the organization, influence of leaders openness would be a worth topic to study. In this research paper, research questions as ‗What is openness?‘, ‗What are the criteria of successful leaders?‘, ‗Are openness of leaders and success of the organization are related‘, ‗Whether motivation of employees depend on the openness of leaders ?‘ has been demonstrated in order to identify what openness is, to establish suitable effectiveness criteria of successful leaders, to determine what place does openness takes in these criteria, to measure the exact relationship between leaders openness and organizations success and to develop an explanatory idea that shows the importance of being open in success of organizations. In the rest of this paper there is a literature review of this topic which includes different scholar‘s opinions, writings about this topic. Later the method used to conduct this research paper and survey has been displayed. Each question that has been asked to demonstrate the opinions of people has been discussed, and then results been shown. Later on discussions and conclusions have been included in the detailed form. Literature Review Many organizational theorists suggest that openness is very important factor for effective and successful leadership. For instance Charlene Li (2010)) research shows that the most affecting factor of organizations success is not the number of employees neither their 61 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo knowledge but an open mind-set—openness that is very right in terms of time, place, and amount. Also Scott Cambell and Ellen Samiec, (2005) state that there are 2 excellent two-way communications between leaders and members, and also among members. People can speak openly, without fear of being thought critical. Facilitating consensus decision making depends on a wide range of activities and skills which are building trust and openness among group members. All that matters is to ensure that the best decisions are taken. James M. Kouzes, (2007) corroborates this interpretation by saying that trusting leaders nurture openness, involvement, personal satisfaction, and high levels of commitment to excellence. They are willing to ante up first in the game of trust, they listen and learn from others, and they demonstrate their trust by sharing information and resources with others. According to Mai, Robert, and Alan Akerson, (2003) since the mistrust inside of the organization has been increased vastly in recent times, once trust is gone later it would be very difficult to get it back , loyalty toward their leaders will be less possible, so it will require more deep revelation of leadership honesty and openness than it was before. Being informal can allow leaders to communicate with employees freely, support their contribution and build trust. It will make the bond stronger between leaders and employees. So openness is very valued inside of organizations communication. It has several scopes, which are answering to the questions what, when, to whom and how to speak with particular employee. When leaders speak employees will want to believe them, which mean if they trust them they can follow and do their jobs in a complete way. They also state that trust and openness is needed mostly in bureaucratic organizations. Most of the time organizations hierarchy constitutes the distance between top, middle managers and employees, which later may reduce the honesty and openness of each worker in the organization independent from the authority he or she has. If leader‘s communication is in the dangerous part of process of making healthy environment inside of the organization, leaders should assess values in use which are trust and openness by which they can observe how well they are doing in communication. John Adair(2007) contributes to the topic by listing criteria of a great, high performance group. One of them is atmosphere of openness which states that there is brilliant shared communication among leader and associates, and between associates. Persons can speak openly, with no fright of being thought critical. All that a matter is to make sure that the best decisions are taken. Warren Bennis, Daniel Goleman(2008)contribute to the topic by writing in their book ―Transparency; How Leaders Create a Culture of Candor‖ that in order to have an effective information sharing, employees must be open and be able to speak freely and their leaders must always be available to listen them. Even if they have also included it in their mission and vision statement, most of the time many companies fail to value the openness. If culture of fairness in any organization does not work because of some secret agreements between employees, they will not directly consider rules of a company seriously and find other regulations for themselves that are secure. Fairness and clearness can be a major rule only when leaders explain it clearly and show its importance that openness is very highly valued and awarded in the end. So openness can be taken place in an organization only when leaders importune it. 62 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo The research project that has been done by Niels Van, Quaquebeke, Knippenberg Daan Van, and Eckloff Tilman says that there are two steps of becoming one of the best leaders. First one is awareness of ones self. Second one is openness to change. Change is unavoidable factor of all companies. So it is very important for leaders to recognize and adjust to changes and making changes when necessary. Resisting to change is very known because most of the time persons are afraid of it and look for ways of denying it. In order to recognize the changes opportunities leaders should be open to change. If leaders don‘t want bankrupt they should make this approach work. Leaders should always look for new opportunities and it can be done by openness to change. Pearce, Craig L., Joseph A. Maciarello, and Hideki Yamawaki‘s book infers when work is devoted to purposes of valuable services, it has been seen that it is critical for the significant life. They say that there are three key roles however unacknowledged roles at the same time in making a work life of people more meaningful. Third one of these roles is employee‘s knowledge of themselves, which has direct relationship with organizations performance. Such environment will create courage, dedication and openness to new ideas that are vastly important for the establishment of critical information. More dedication creates less turnover rates, large number of constant communication and inferior of small selfishness when it comes to united concern of the whole organization. If the lines between nearby the self become leakier, borders between persons will be destroyed and faith increased. Anne T. McCart (1995) states today GDSS applications became more popular and they change the process of managements functions in the scope of testing openness to change in minimum number of experimenting the new technology. They studied the effective connection between the introduction of GDSS ( Group Decision Support System) by questionnaire of 26 meetings which took place in Decision Techtronic‘s Group of State University of New York. As there is strong need of modifying technology, in order it fits the incomparable requirements of each organization, each company also has to be able to alter its defined structures and tactics to acquire new technology. Openness to change, (L.M., 1991) in management world enables managers to utilize the alternative even though its unknown and acquires consideration. (Bass, 1990) Working on issues related to leadership soon becomes very mixed and dimensioned concept. For Keits de Vries (2006) there is only one describer of the effective leadership, it depends on traits, values, communication and the perceptions of follower. Behavior is something that person does in a way that others can see and record, on the other hand attribute means characteristics that is in other peoples mind which results from their perception (Luthans, 2008). Another definition suggests that personality is the organization together with individual psychological systems which gives us the description of adapting to the environment (Allport, 1937). In 1961 Five Factor model of personality which was founded by Ernest Tupes and Raymond Christal has become very popular in today‘s business world. Fifth of this model is Openness to experience other 4 being extraversion, agreeableness, conscientiousness and emotional stability. Openness to experience means being open to different kinds of interests. People who are open experience are innovative, curious and have intelligence of art (Robbins, S.P, Judge, T.A, 2007). 63 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo In the analysis which measured the connection between leadership and personality; extraversion, conscientiousness, openness and neurotics were the most connected characteristics of leaders and agreeableness was in the least connection. Openness to experience and conscientiousness got same rates after extraversion in the most important traits of effective leader (Judge, T.A., Bono, J.E., Ilies, R. and Gerhardt, M.W., 2002). For Tapscott and Williams (2006) today‘s new thinking comes into view which is concept of peering, openness, moving and sharing globally. In the outcome of it previous managerial aspects like closed and centralized systems, perception of the physical assets s main success indicator is given place to the new concept of organizations as open systems, sharing knowledge, leadership, relation and communication skills. Biology and complexity theories agree on the emergence of new concepts as organizations being perceived like alive sets and systems which depends on interdependencies. Cartwright and Cooper (1992) say that good middle management leaders are usually quickly lessen the employees negative reactions to change and inspire and motivate them to effectively implement the decisions that are made by top managers. Definition of openness to change is a wish to abide and hold change and it is not the same as the readiness to change says Wanberg and Banas (2000). In the words of Edwards W.R (2003) openness to change may be affected by not positioned stability of emotions and openness to experience. This kind of openness is valuable and it prepares the appropriate condition for successful inside change and includes good affect on the results and sustain for change (Miller V.D etc, 1994). People who are open to change react to the change normally and offer opportunities for development, not danger to the security say Kobasa, S.C (1982). Chernyshenko, Stark et.al (2011) say that people who are good in openness to experience are usually high at being imaginative, exploratory and unusual. In previous views, creativity has been defined as one of the valuable characteristics of an effective leader (Bass, B.M, 1990), and openness to experience tightly related with differing thought and creativity (Feist, G.J, 1998). This view suggests an opinion that openness to experience is linked with ranking of leadership. They also have broadmindedness of vagueness and predilection for complication which are the traits are effective guidance of followers in the attainment of the goal. (McCrae, R.R., Costa P.T., JR, 1997). Expressions of characteristics are thought to be contributed to the success of the group. Together with being creative and divergent thinking, people who are good in openness to experience are seems to create more ideas that qualified during the task of group (McCrae, R. R.,& Costa, P. T., Jr., 1997). Together with other studies that have been done by S.K. Ghosh and B.R. Shejwal (2006), shows that attribute to a certain circumstances affect styles of leadership management. If managers think that organizations should take serious values like belief, honesty, reliability, broadminded; they are more likely to involve employees in making decisions and care for them. If organizations are thought like formal, centralized institution, 64 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo managers become more power-centered and self oriented. Surroundings which is thought and processed as open, creative, rising, then managers choose to lead by leading, screening warmth to the employees to make them attain the top of the effective productivity. Methodology The problem was that in today‘s open world we have thousands of companies that strive to survive in this fast growing business world. People become more need able for the motivation and inspiration for them to work better. Everyone relies or is guided by someone or wants to be so. So the main reason of not being able to survive in business world for the most of the companies is that effectiveness of leaders, especially subordinates perception of leaders. So what I did is review on relationship between leaders and openness. Then I have prepared a questionnaire which contains 27 questions about relevant topics to leader‘s openness and organizations success. It was placed in different social network sites and respondents were chosen randomly. 51 people responded and questionnaire did not need any specific types of respondents so any person who is above the age of 18 can fill it out. Data was analyzed according to the majority of the respondents in the SPSS program and Google drive summary application. Some questions were asked twice, in the beginning and at the end to measure the validness of respondents. 3 to 4 weeks were given to respondents to fill and inside the questionnaire since it was very only background information about research has been given as instruction. After the respondents responded the questionnaire according to each of the response the expanded theory of openness was defined. Results After the questionnaires findings we can clearly see that almost every person who responded care about characteristics of their leaders especially about their openness. For instance for the question number 1 most of the respondents answered that employees motivation would result from the openness of their leaders. This shows that if their leaders are closed to themselves and to the environment employees will not be motivated to do their work efficiently and effectively. Motivation of the employees is the first thing to take into consideration when measuring success of the organization. For the second question most of the respondents think that leaders play big role which is 60-80 percent in the success of the organization which means each of the characteristic that leader has is important. In any organization freedom of expressing ideas is important and most of the respondents say it depends on the openness of leaders. In opposite means if leaders are not open employees will have difficulties in expressing their ideas. And who knows maybe some of them have extraordinary ideas, new thoughts that can lead to success and only because of their leaders they don‘t say it. Being intellectual is very important for the leaders today since high quality of characteristics needed in order to be effective leaders and majority of respondents say that being open means being intellectual. When an employee made mistake only an open leader can show him\her how to not repeat that mistake, and majority thinks that it is the best solution for this matter. Respondents said that effective leaders should be curious which means on the other hand being open to new ideas, searching for new ideas, looking for new information etc. People by their will follow their leaders with great empathy if their leaders are respectful, honest and open, the respondents say. It appears that informal meetings, picnics and barbeques are very important according to the 58 percent of respondents. Only open leaders can organize those informal activities. For the closed leaders it would be very difficult and impossible to spend their spare time with their subordinates and share anecdotes, jokes. This are the things that every employee wants in 65 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo an organization it strengthens the bond between people in the organization. Since it is stronger they can work together, share their ideas freely and work to achieve the common goal which in the end will lead to success. As a final majority of respondents which is 68 percent think that there is a direct relationship between leader‘s openness and organization's success. Discussion After the literature review and survey responses and results that we have been collected, we had redefined openness in 5 different factors which are; openness to information and knowledge, openness to mistakes and critics, openness to change, openness to new ideas and openness to religion and culture. We believe that organizations fail because their leaders usually lack skills in these 5 factors. Openness to Information and Knowledge: It is the first factor that is about sharing the information and knowledge with subordinates. Workers would not be favor of following leaders who know less than them. Since in today‘s world the education background has been one of the important things that define person, leaders everyday have to try to learn new things, improve their skills and increase their knowledge. After they should share them with subordinates, if subordinates are convinced that their leader is knowledgeable and learn from them new things ever day, they will be more likely to follow and motivated. Openness to Mistakes and Critics: One of the things that all people in organizations should understand is that we are people, not machines. Human beings can make mistakes and it should be reacted normally. We learn by doing mistakes, we get experienced by doing mistakes. Leaders as well as the subordinates should be open to mistakes of each other. When we asked a question which says ―What would you do if your worker made a mistake?‖ and gave some options like firing him, cutting his salary etc, majority of respondents answered that they would show a worker how not to repeat the mistake. So leaders should have more empathy towards workers mistakes and their mistakes as well. In most organizations when leaders make mistakes it is seen like impossible thing, and leaders in order to be not embarrassed, hide their mistakes. Later that mistake becomes bigger and leads to the chaos in the organization. If leaders do the opposite by being open to their mistakes and admit their mistakes majority of surveyors think that it would not lead to entrust or negative thoughts. Oppositely subordinates will trust more and would not repeat their leader‘s mistakes. Also being open to the critics is important to understand where leaders are doing mistakes. Because our enemies are the best people who recognize our mistakes and let us know about them. So if leaders are open to the critics they can know themselves more. Openness to Change: Today world, technology, environment, economy and many other factors are changing every day because of the globalization. For organizations to get well with all these fast changing factors, have to be open to the change. Organizations that resist to the change are perceived as old fashioned and in the end of the day they just cannot follow the new changing world with existing strategies and resources. So it is important for leaders to walk in the same line with its external and internal environment. Openness to New Ideas: Every person, subordinate is unique in organizations. Their opinions, new ideas should carefully listened by their leaders whatever it is. We believe that the strangest ideas are worth listening because the things that were strange for us 5 years 66 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo ago are the trends of today. People are very awake today and they always seek for something new and different. So if every idea of each subordinate is taken into consideration, there can be very light new innovations may come. Openness to Religion and Culture: Subordinates are motivated when there is a respect to their beliefs and values. Today in one organization there can be many people with different religious and cultural background. Different cultures have different point of view, which is an opportunity for leaders and organizations. Because Japanese may see the picture differently, and American differently. If leader combine two of them they will be able to see both sides of the picture. Conclusion This research project mainly met my research objectives and answered almost all of my research questions. I have found out that for every employee, not important in where they work openness of their leaders is important. By their leaders openness employees feel more motivated to work, follow their leaders, trust them. Most of the characteristics of being open has been verified by the scholars who wrote previous studies about leaders openness and also by the respondents that responded to the questionnaire. All these activities and characteristics that open leader has will obviously lead any organization in the success. There is a saying that how is your leader you can only be good as him. Leaders play big role in the success but their characteristics more. As a overall conclusion on the research process I can say that it was worth studying. Further leaders should ask themselves whether they are open enough if they are having any problems in the success of the organization. In my opinion further research may expand this topic area and some experimental research should be done in order to have broader understanding of the importance since this project was only conducted with few numbers of respondents and literature review. References Allport, G., 1937. A Psychological Interpretation. Personality. Anne T. Mccart, John Rohrbaurgh, 1995. Managerial Openness to Change and the Introduction of GDSS.. Organization Science, Volume 6, pp. 569-584. Bass, B. M., 1990. A Survey Theory and Research. New York : Free Press. Bass, B. M. (1990). Bass and Stogdill's handbook of leadership. New York: Free Press. Cartwright, S., and C.L. Cooper. 1992. Mergers and acquisitions: The human factor. Oxford: Butterworth-Heinemann. Charlene Li. Open Leadership How Social Technology Can Transform theWay You Lead. Altimeter Group. 2010 Chernyshenko, O. S., Stark, S., & Drasgow, F. (2011). Individual differences: Their measurement and validity. In S. Zedeck (Ed.), Handbook of industrial andorganizational psychology, Vol. 1. (pp. 117–151). Washington, DC: American Psychological Association. 67 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Edwards,W.R. 2003. Openness to change: Correlates and organizational consequences. Dissertation Abstracts International, 63(10): 4950B. Feist, G. J. (1998). A meta-analysis of personality in scientific and artistic creativity. Personality and Social Psychology Bulletin, 2, 290–309. S.K. Ghosh and B.R. Shejwal, 2006. Relationship between Perceived Organisational Values and Leadership Styles. Indian Journal of Industrial Relations, Volume 42, pp. 57-72. Investigating Levels of Openness and Trust between Principals and their Teachers, Southern Regional Council on Educational Administration. 2001 John Adair, Develop your leadership skills, Library of Congress Cataloging-in-Publication Data, 120 Pentonville Road London N1 9JN United Kingdom,2007 Judge, T.A., Bono, J.E., Ilies, R. and Gerhardt, M.W., 2002. Personality and leadership:a qualitative and quantitative review. Journal of Applied Psychology, Volume 87, pp. 765-780. Kets de Vries and M.F.R, Vrignaud, P., Korotov, K., Engellau, E.,Florent Treacy, 2006. The development of the personality audit: a psychodynamic multiple feedback. International Journal of Human Resource Management, Volume 17, pp. 898-917. Kobasa, S.C. 1982. Commitment and coping in stress resistance among lawyers. Journal of Personality andSocial Psychology 42(4): 707–17. Kouzes, James, and Barry Z. Posner. The Leadership Challenge. 4th ed. 989 Market Street, San Francisco: John Wiley & Sons, Inc, 2007. L.M., A., 1991. Technology Support for Cooperative Work: A Framework for Studying Introduction and Assimilation in Organizations. Journal of Organizational Computing, Volume 1, pp. 11-39. Luthans, F., 2008. Organizational Behavior. 11th ed. McGraw Hill, Boston, MA: s.n. Mai, Robert, and Alan Akerson. The Leader as Communicator. 1601 Broadway, New York: American Management Association, 2003. McCrae, R. R.,& Costa, P. T., Jr. (1997). Conceptions and correlates of openness to experience. In R. Hogan, J. A. Johnson, & S. R. Briggs (Eds.), Handbook of personalitypsychology (pp. 825–847). San Diego: Academic Press. Miller, V.D., J.R. Johnson, and J. Grau. 1994. Antecedents to willingness to participate in a plannedorganizational change. Journal of Applied Communication Research 22(1): 59–80. 68 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Niels Van, Quaquebeke,Knippenberg Daan Van, and Eckloff Tilman. ―Individual Differences in the Leader Categorization to Openness to Influence Relationship‖, n.d. Pearce, Craig L., Joseph A. Maciarello, and Hideki Yamawaki. The Drucker Difference. American Bar Association and a committee of publishers, 2010. Robbins, S.P, Judge, T.A, 2007. Organizational Behavior. 12th ed. Englewood Cliffs, NJ.: Prentice Hall. Scott Cambell, Ellen Samiec, 5-D Leadership: Key Dimensions for Leading in the Real World, 1st ed. Davies-Black Publishing, a division of CPP, Inc, Joaquin Road, 2nd Floor, Mountain View,2005 Scott, Shane. Born Entrepreneurs, Born Leaders. 198 Madison Avenue, New York: Oxford University Press, 2010. Tapscott, D., Williams, A.D, 2006. Wikinomics. London: s.n. Warren Bennis, Daniel Goleman, James O‘Toole ―Transparency; How Leaders Create a Culture of Candor‖,2008 Wanberg, C.R., and T.J. Banas. 2000. Predictors and outcomes of openness to changes in a reorganizingworkplace. Journal of Applied Psychology 85(1): 132–42. 69 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1479 Title A name given to the resource Effects of Openness of Leaders in Success of Organizations Author Author KHADYR, Amine SMAJIĆ, Edin Abstract A summary of the resource. Nowadays many seminars, conferences and courses held and books written in order to improve leadership skills of different kinds of leaders from all over the world. However the openness of leaders in the organization has not been mentioned seriously as it is one of the main skills that successful leaders should have. In this research paper my intention was to demonstrate the idea that openness of leaders is directly related with the success of organization. With the present study, I argue that the characteristic of leaders that is openness of leader’s plays as big role for the effectiveness of employees as well as success of the organization. It is very important because many organizations nowadays fail to operate because of its leader’s lacked skills. Keywords: Openness, Leaders, Organization, Success, Effect, Relationship, Communication, Criteria, Effective. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 978-9958-834-23-3 https://omeka.ibu.edu.ba/files/original/c514cc2e631c7090afe9146228e11dda.doc 73dc36b9c0e84824ae091a7843ff7ff9 https://omeka.ibu.edu.ba/files/original/9b40917c49ced63b9ad1b5de6122a666.pdf a69cceb3f2457d7478e62dbd2bc382d8 PDF Text Text BOOK OF ABSTRACTS policy which in the period of financial turbulences will shorten the duration of recession and stimulate the aggregate demand. In the continuation of this paper, I will briefly try to define the effects of recent financial crisis on fiscal policy, and public debt of Bosnia and Herzegovina, and define the course of actions that will perhaps lead toward improvements of this emerging economy. Effects of openness of leaders in success of organizations Amine Khadyr International Burch University / Sarajevo, Bosnia and Herzegovina ABSTRACT Nowadays many seminars, conferences and courses held and books written in order to improve leadership skills of different kinds of leaders from all over the world. However the openness of leaders in the organization has not been mentioned seriously as it is one of the main skills that successful leaders should have. In this research paper my intention was to demonstrate the idea that openness of leaders is directly related with the success of organization. With the present study, I argue that the characteristic of leaders that is openness of leader’s plays as big role for the effectiveness of employees as well as success of the organization. It is very important because many organizations nowadays fail to operate because of its leader’s lacked skills. | 21 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1415 Title A name given to the resource Effects of openness of leaders in success of organizations Author Author KHADYR, Amine SMAJIĆ, Edin Abstract A summary of the resource. Nowadays many seminars, conferences and courses held and books written in order to improve leadership skills of different kinds of leaders from all over the world. However the openness of leaders in the organization has not been mentioned seriously as it is one of the main skills that successful leaders should have. In this research paper my intention was to demonstrate the idea that openness of leaders is directly related with the success of organization. With the present study, I argue that the characteristic of leaders that is openness of leader’s plays as big role for the effectiveness of employees as well as success of the organization. It is very important because many organizations nowadays fail to operate because of its leader’s lacked skills. Date A point or period of time associated with an event in the lifecycle of the resource 2013 Keywords Keywords. Conference or Workshop Item PeerReviewed H Social Sciences (General) https://omeka.ibu.edu.ba/files/original/daa29dfe95f0aae7036b21a7e540bbd4.pdf e84d390c46b9570c80d1af57ce5c4bca PDF Text Text Effects of Reward System on Motivation of Employees in Small and Medium Enterprises (sme) in Federation of Bosnia and Herzegovina Adna Idrizović International Burch University Faculty of Bosnia and Herzegovina adnaid@gmail.com Abstract: In this project, we will research impact of rewards on motivation of employees. Outcome of the organization is profoundly dependable on the achievement of their workers. Aim of this paper is to show how rewards impact motivation keeping in mind the goal to improve the general performance of the organization. It is crucial for the organization to comprehend what drive the employees and how to expand their employment fulfillment. It may however be hard for an organization to discover what motivates employees, particularly on the grounds that distinctive individuals are motivated by various things. Well composed and useful reward system is an effective approach to build employee work motivation. This paper embarks to investigate obviously what factors exist in ascribing the right reward structure to an individual representative or group. Reward management is both perplexing and involved and exceptionally exposed to outside impacts, for example, financial situations, culture and individual worker inclinations and recognition. Keywords: motivation, employee motivation, reward system, employee satisfaction. JEL Classification: M5, J28. Introduction In this project, we will research impact of rewards on motivation of employees. Outcome of the organization is profoundly dependable on the achievement of their workers. Aim of this paper is to show how rewards impact motivation keeping in mind the goal to improve the general performance of the organization. There are many ways in which job satisfaction is defined. This is complex topic, and many theorists and authors gave their contribution to further develop and broad this area. To research this topic, we need to adequately explore all influencing factors which are related to the job satisfaction. Those include environmental factors psychological factors and individual factors. It is crucial for the organization to comprehend what drive the employees and how to expand their employment fulfillment. It may however be hard for an organization to discover what motivates employees, particularly on the grounds that distinctive individuals are motivated by various things. Well composed and useful reward system is an effective approach to build employee work motivation. This paper embarks to investigate obviously what factors exist in ascribing the right 138 �reward structure to an individual representative or group. Reward management is both perplexing and involved and exceptionally exposed to outside impacts, for example, financial situations, culture and individual worker inclinations and recognition. Motivating the workforce of a company to work all the more viably towards the company's objectives is maybe the most crucial assignment of management. Companies persuade their workforce to perform adequately by offering those rewards for agreeable execution and maybe rebuffing them for unacceptable work. Over the past hundred years there has been a development in the perspective of what the expression "rewards" really implies in an authoritative setting. Literature review In this study, we will present different ideas about job satisfaction and motivation techniques. Job satisfaction is one of the most researched topic regarding job environment and among the most broadly investigated subjects in Industrial/Organizational Psychology (Judge & Church, 2000). Intrinsic and extrinsic sorts of motivation have been generally contemplated, and the qualification between them has revealed vital insight into both formative and instructive practices. Extrinsic motivation is a build that relates at whatever point a movement is done keeping in mind the end goal to achieve some detachable result. Extrinsic motivation consequently diverges from intrinsic motivation, which alludes to doing an activity basically for the happiness regarding the action itself, instead of its instrumental esteem (Ryan & Deci, 2000). Managers can motivate employees through strategies, for example, pay, advancement and acclaim. Employees can likewise rouse themselves by looking for work where singular objectives, needs furthermore will be achieved. Intrinsic motivation alludes to the motivation that originates from inside a person. The motivation is created trough fulfillment or satisfaction that one gets in finishing or notwithstanding at an errand. Extrinsic motivation is something that is done for individuals to persuade them. It emerges from elements outside an individual, for example, cash, evaluations, feedback or disciplines (Armstrong and Taylor, 2014). Job satisfaction is a perspective achieved from employees' impression of their job or environment in which they work and alludes to the degree to which an employee likes the actual job (Arokiasamy & Abdullah, 2013). Payment systems are effective but they cannot ultimately achieve satisfaction of employees. Managers needs to weigh up the most favorable circumstances and disservices of every reward 139 �systems and choose which system to put the priority on and give it the most attention (Torrington, Hall, Taylor & Atkinson, 2009). Armstrong and Taylor (2014) insists that there are also other types of incentives such as reward by the result. Incentive by Result is one of the most broadly utilized motivating force, which compensate representatives as per the quantity of things or units they deliver or the time they take to deliver them. This plan has been condemned because of its inclination to reward amount of yield as opposed to quality which can prompt diminished nature of the item or administration. There is an awesome need to alter and assess the adequacy of this plan in the event that it is to hold the effect of profitability (Daley, 2012). The subjects presented to the associates who made positive remarks evaluated the employment errands as more charming than the subjects presented to the negative remarks by the associates. This further approves social data handling hypothesis (Aamodt, 2009). Medina (2012) highlights that job fulfillment was firmly contrarily connected with turnover expectation and this relationship was intervened by fulfillment in work environment culture. The review gives prove that ought to be additionally investigated to help in the comprehension of worker turnover and occupation fulfillment; especially in how job fulfillment and representative turnover identify with work environment culture. Decker (2010) insists that motivation is a persons' inward inclination to be worried with and approach constructive impetuses and keep away from adverse stimulation. To further this, a motivator is the expected reward or unpleasant occasion accessible in the environment. Reward is the benefit achieved for performing expected assignment. It is a positive boost or motivating force that can be displayed during the time spent fortifying conduct. As per Decenzo and Robbins (2002), today's specialists expect something other than a time-based compensation or pay from their boss; they need extra contemplation that will advance their lives. This contemplation in a business setting is called employee benefits. Benefits are the program a business uses to supplement money compensation that employee gets (Pinder, 2014). Methodology In the theoretical part of this study, we will present different ideas from various researchers and present collected literature. In the beginning, we will introduce reward systems and motivation and describe it thoroughly. Different systems of the motivation will be explored and presented. Speaking of instruments for data collection in this study, we will use quantitative research survey. We decided to use survey because of costs and structured technique with large number of samples. This survey will be constructed in order to get feedback from employees from 140 �different Small and Medium Enterprises in Federation of Bosnia and Herzegovina. We will analyze different reward systems and methods used to motivate the employees. Statistical data will be analyzed using IBM SPSS software. In the end of the questionnaire we would make one question open where respondents of this survey can express their own opinion and say in own words, what would they do to improve satisfaction of employees and how to motivate them properly. For purpose of hypothesis testing, linear regression method will be used. Other important conclusions will be generated after descriptive statistics analysis. Figure 1 Research model Data & Results For every organization, it is important to keep their employees satisfied, because the result is dependent on their performance. Therefore, we plan to find results what drives motivation of employees. What positively influence their performance and what negatively reduce their performance. Primary data would be collected from the survey distributed online via e-mail to the respondents. A typical hypothesis inside the exploration has been that, to a degree, the emotional condition of an individual is influenced by associations with their workplace. Individuals distinguish themselves by their calling, for example, a specialist, legal counselor, or instructor. Consequently, an individual's close to home prosperity at work is a critical part of research (Judge & Klinger, 2007). We want to find which areas of motivation of employees function well and which areas needs to be improved. With collected data and personal opinions of employees from different organizations and companies, we want to build a solid study. Feedback of employees will give 141 �us necessary data which will be analyzed and commented in this study. Positive linear relationship is expected to be gathered for all hypotheses. This thesis was directed in order to contribute to the examination of the attitudes of the employees towards the reward systems of the organization. Particularly, it will help the organizations to explore which of the reward systems is most favored and what different benefits motivate the employees. Figure 2 Age of respondents In this figure, we can see the age of respondents. The biggest number of respondents belongs to the first category variable. That means those employees have age range 18-24 years. The next biggest proportion is the range group with the employees having age 35-54 years. Than we have a group of employees having 25-34 years. In the end, we have employees with the 55 years and more. Those are seniors, managers and owners of the respected companies taken into consideration for this survey. Figure 3 Gender In this figure, we have taken into account gender of the respondents. In this survey 59,2 % of women are respondents, and 40,8% of men are respondents. This is interesting for the country of Bosnia and Herzegovina, since the majority of the working forces are male. 142 �Figure 4 Marital status In this figure, we can see marital status of the respondents. We asked this question since it is important for this research to evaluate what impact marriage have on the motivation of the respondents and what effects can it cause. Figure 5 Area of profession In this question, we asked respondents what is there area of profession. We have found out that the most of respondents have Economical and Administrative background or 34,4% of them. Other areas of profession are covered respectively as shown on the figure. 143 �Figure 6 Education level In this figure, we analyzed education level of the respondents since it is very important for the motivation of employees. We can see that the biggest number of respondents have a faculty degree or bachelor with the number of 39,8% of overall. Figure 7 Reward system In this question number 7 in our questionnaire we wanted to analyze does current reward system in the respected companies motivates their employees. The given options were from 1 strongly disagree to 5 strongly agree. According to our respondents, we can see that more than half of them, precisely 50,5% thinks that reward system is motivating in their companies. 144 �Figure 8 Wages In the figure 8. We have analyzed whether if wages are connected with the motivation of employees. The given options were from 1 strongly disagree to 5 strongly agree. The biggest number of respondents 47,3% of them thinks that wages are positively related with the motivation of employees. Figure 9 Responsibilities In the figure 9 we can see how employees have answered on our question whether responsibilities are positively related with the motivation of employees. We can see that the 43,1% of the respondents thinks that responsibilities are positively related with the motivation of employees. Conclusion Employees want to be recognized for their work and they want to be appreciated. It usually doesn’t take an extra effort to achieve satisfied employees. This study tried to emphasize the importance of the individual needs of the employees. 145 �There are many ways in which job satisfaction is defined. This is complex topic, and many theorists and authors gave their contribution to further develop and broad this area. To research this topic, we need to adequately explore all influencing factors which are related to the job satisfaction. Those include environmental factors psychological factors and individual factors. This paper was directed in order to contribute to the examination of the attitudes of the employees towards the reward systems of the organization. Particularly, it will help the organizations to explore which of the reward systems is most favored and what different benefits motivate the employees. Well composed and useful reward system is an effective approach to build employee work motivation. This paper embarks to investigate obviously what factors exist in ascribing the right reward structure to an individual representative or group. Reward management is both perplexing and involved and exceptionally exposed to outside impacts, for example, financial situations, culture and individual worker inclinations and recognition. Further researches would include developing new model which will include analyzing of motivation regarding the sociographical and demographical environments. Also, what should be considered in the future are cultural differences and its impact on the motivation of employees. References Aamodt, M. (2009). Industrial/Organizational Psychology. Belmont, CA. Cengage Learning. Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers. Arokiasamy, A. R. A., Tat, H. H., & Abdullah, A. (2013). The Effects of Reward System and Motivation on Job Satisfaction: Evidence from the Education Industry in Malaysia. World Applied Sciences Journal, 24(12), 1597-1604. Ayyagari, M., Beck, T., & Demirgüç-Kunt, A. (2003). Small and Medium Enterprises Across the Globe: A New Database. World Bank Policy Research Working Paper 3127. Daley, D. M. (2012). Strategic human resource management. Public Personnel Management, 120-125. DeCenzo, D. A., & Robbins, S. P. (2002). Human resource management (John Wiley & Sons, Inc., New York. Deckers, L. (2010). Motivation; Biological, Psychological and Environmental. 3rd ed. MA: Pearson, Boston. 2-3. Dyson, K. (2005). Small and medium sized enterprises. Routledge. Fisher D. (2000). Mood and emotions while working: missing pieces of job satisfaction? Journal of Organizational Behavior 21, 185-202. Gupta, N., & Shaw, J. D. (2014). Employee compensation: The neglected area of HRM research. Human Resource Management Review, 24(1), 1-4. 146 �Judge, T. A., & Church, A. H. (2000). Job satisfaction: Research and practice. In C. L. Cooper & E. A. Locke (Eds.), Industrial and organizational psychology: Linking theory with practice (pp. 166-198). Oxford, UK: Blackwell. Judge, T. A., & Klinger, R. (2007) Job satisfaction: Subjective well-being at work. In M. Eid,& R. Larsen (Eds.), The science of subjective well-being (pp. 393-413). New York, NY: Guilford Publications. Lau, C. M., & Roopnarain, K. (2014). The effects of nonfinancial and financial measures on employee motivation to participate in target setting. The British Accounting Review, 46(3), 228- 247. Medina, E. (2012). Job satisfaction and employee turnover intention: what does organizational culture have to do with it?. Columbia University. Pinder, C. C. (2014). Work motivation in organizational behavior. Psychology Press. Presslee, A., Vance, T. W., & Webb, R. A. (2013). The effects of reward type on employee goal setting, goal commitment, and performance. The Accounting Review, 88(5), 1805-1831. Ryan, R. M., & Deci, E. L. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. Contemporary educational psychology, 25(1), 54-67. Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., ... & Plimmer, G. (2015). Managing Employee Performance & Reward: Concepts, Practices, Strategies. Cambridge University Press. Torrington, D. Hall, Laura. Taylor, Stephen & Atkinson Carol (2009). Fundamentals of Human Resource Management, 1. Zhou, J., & George, J. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. The Academy of Management Journal, 44(4), 682. 147 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 3639 Title A name given to the resource Effects of Reward System on Motivation of Employees in Small and Medium Enterprises (sme) in Federation of Bosnia and Herzegovina (doi: 10.14706/icesos172) Author Author Idrizovic, Adna Abstract A summary of the resource. Abstract: In this project, we will research impact of rewards on motivation of employees. Outcome of the organization is profoundly dependable on the achievement of their workers. Aim of this paper is to show how rewards impact motivation keeping in mind the goal to improve the general performance of the organization. It is crucial for the organization to comprehend what drive the employees and how to expand their employment fulfillment. It may however be hard for an organization to discover what motivates employees, particularly on the grounds that distinctive individuals are motivated by various things. Well composed and useful reward system is an effective approach to build employee work motivation. This paper embarks to investigate obviously what factors exist in ascribing the right reward structure to an individual representative or group. Reward management is both perplexing and involved and exceptionally exposed to outside impacts, for example, financial situations, culture and individual worker inclinations and recognition. Keywords: motivation, employee motivation, reward system, employee satisfaction. JEL Classification: M5, J28. Date A point or period of time associated with an event in the lifecycle of the resource 2017 Keywords Keywords. Conference or Workshop Item PeerReviewed H Social Sciences (General) https://omeka.ibu.edu.ba/files/original/b7808f88ac2b4f8e07058f08badcb55e.pdf 29ed728d1815b53df4f9600522ccc3b2 PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo Effects of Shift Working System on Employees' Family and Social Lives Recep Kaçmaz Pamukkale University, Denizli, Turkey recepkacmaz@hotmail.com Celalettin Serinkan Pamukkale University, Denizli, Turkey cserinkan@pau.edu.tr Family is considered to be the smallest unit of life, on human life, and an institution whose effect continues from the birth to the end of life. The family is born from the culture of its own society and the main influencing factors in shaping the family are the social and cultural aspects. The factors that are effective in re-shaping the family institution are, the changes of the principles that are effective and dominant in the general structure of society, the changes in the economy and political life and the changes in the religious and moral culture. Industrial society system has led to spacious and profound changes in the general life of the society. Changes in general work and life conditions have influenced the family negatively in fulfilling its functions as required for modern conditions. The basic functions of the family can be considered biological, economic, love, protection, socialization, religion, education and the family as a function of evaluation of leisure time. With the process of industrialization, families are shrinking from traditional /extended family to core family. For this reason, some functions of families are transferred to other institutions (careers, nursery, kindergarten, etc.), but, for children, none of them can provide psychological satisfaction by his parents. In 2010, in Family Values Survey in Turkey related to what matters are very important in people life, the family is in the first place with 99.3% rate. This result reveals that the family is indispensable in Turkish society. In another study held in 2010 by using Family Assessment Scale, it is determined that as the number of members icrease, the power of the family weakens in fulfilling the functions and the most problematic function of the family is found to be not showing interest to each other. At the beginning of functions, hindered due to the increased number of individuals, behavior control and communication functions come. 242 �International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo Technological progress in the first half of the twentieth century has developed production-enhancing and efficiency rising methods to solve the needs of modern society. This situation has caused to the discovery of the new systems in terms of better use of natural resources and human power. At the result of the specified developments, non-classical and nonstandard working systems in general and particularly shift working system have taken place. The shift working system, applied due to some economic, social and socio-political reasons, brings problems such as redundancy in work accidents, the disruption of body's circadian rhythm, degradation of workers' health, needs are not provided full and on time, disruption of family scheme and disconnection of social environment relations. When related literature is reviewed, the studies that the effects of shift working system on employee health status, sleeping patterns, eating habits were conducted are observed. The objective of this study is to analyze the effects of shift working system on the employees' family and social life. Due to the fact that employee has different roles in business, family and social life; this study, will create the idea of employee in whole system approach on the scientific studies on this issue in the future and in business & family policies, decision-making and applications, and will shed light on finding solutions on improvement of employee's present problems. For sample of study, 10 shift working nurses in the private hospitals, 10 shift working employees in the textile industry , and 10 shift working security guards in private security industry in Denizli, Turkey, total of 30 shift employees are chosen. In this study, as a method of data collection, semi-formal pre-prepared interview questions are applied to each shift employee by one-on-one consultation. Keywords: Family, Functions of Family, Shift Working System, Shift Employee's Family Life. 243 � https://omeka.ibu.edu.ba/files/original/d6b922ca7a1b29ffdba121c47b1f7dab.docx 44d2ed6d0125b9f2ff7d17a095102f05 https://omeka.ibu.edu.ba/files/original/7a15ca53c53afb3dd683d728327f80ad.pdf 5bfc28c80909859e6aeaf5340b5595be PDF Text Text International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Effects of Shift Working System on Employees' Family and Social Lives Recep Kacmaz Pamukkale University, Denizli, Turkey recepkacmaz@hotmail.com Celalettin Serinkan Pamukkale University, Denizli, Turkey cserinkan@pau.edu.tr Abstract Family is considered to be the smallest unit of life, on human life, and an institution whose effect continues from the birth to the end of life. The family is born from the culture of its own society and the main influencing factors in shaping the family are the social and cultural aspects. The factors that are effective in re-shaping the family institution are, the changes of the principles that are effective and dominant in the general structure of society, the changes in the economy and political life and the changes in the religious and moral culture. Industrial society system has led to spacious and profound changes in the general life of the society. Changes in general work and life conditions have influenced the family negatively in fulfilling its functions as required for modern conditions. The basic functions of the family can be considered biological, economic, love, protection, socialization, religion, education and the family as a function of evaluation of leisure time. With the process of industrialization, families are shrinking from traditional /extended family to core family. For this reason, some functions of families are transferred to other institutions (careers, nursery, kindergarten, etc.), but, for children, none of them can provide psychological satisfaction by his parents. In 2010, in Family Values Survey in Turkey related to what matters are very important in people life, the family is in the first place with 99.3% rate. This result reveals that the family is indispensable in Turkish society. In another study held in 2010 by using Family Assessment Scale, it is determined that as the number of members increase, the power of the family weakens in fulfilling the functions and the most problematic function of the family is found to be not showing interest to each other. At the beginning of functions, hindered due to the increased number of individuals, behavior control and communication functions come. Technological progress in the first half of the twentieth century has developed production-enhancing and efficiency rising methods to solve the needs of modern society. This situation has caused to the discovery of the new systems in terms of better use of natural resources and human power. At the result of the specified developments, non-classical and non-standard working systems in general and particularly shift working system have taken place. The shift working system, applied due to some economic, social and socio-political reasons, brings problems such as redundancy in work accidents, the disruption of body's circadian rhythm, degradation of workers' health, needs are not provided full and on time, disruption of family scheme and disconnection of social environment relations. When related literature is reviewed, the studies that the effects of shift working system on employee health status, sleeping patterns, eating habits were conducted 1 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo are observed. The objective of this study is to analyze the effects of shift working system on the employees' family and social life. Due to the fact that employee has different roles in business, family and social life; this study, will create the idea of employee in whole system approach on the scientific studies on this issue in the future and in business & family policies, decision-making and applications, and will shed light on finding solutions on improvement of employee's present problems. The sample space of this study includes 50 healthcare employees working with shift system in healthcare sector in Denizli/Turkey. For the collection of data, predetermined semi-structured interview questions are used. The interviews are conducted through face-to-face conversations. As a result of the study, the most influential criteria on the family lives of the employees are identified to be: non-regular meals in the family, not-having time together with the family members and negative communication within the family. Furthermore, not-attending effectively to the social events such as conferences, seminars, panels, symposiums, scientific meetings, and exhibitions; in-efficient relationships with relatives and in-efficiently playing social roles and responsibilities are determined to be the most influential social criteria. Key Words: Family, Family Life, Shift Working System, Employee, Social Life, Flexible Working Introduction Family, as the smallest unit of the life, has an influence on human life starting before the life until the end of the life. Beside physical influence, Family shapes human mentality with its economic and community related aspects. It can be asserted that today’s family structure has developed according to the changes with the industrial revolution. If the influence of socio-economic structure on the family is considered, life styles and conditions have impacts on the people and family structures. Unemployment, poverty, work hours, transportation difficulties, life conditions, etc. are suppressing and shaping the future structure of the family. Shift work system, by both increasing the probability of having accident during the work and spoiling circadian rhythm of the employees’ bodies, exposes their bodies an extraordinary working style (Finn, 1981: 32). However, the employee should also be considered as a member of society beside his/her physiologic aspects. Therefore, shift work system influences both social and physiologic aspects of the employees and excludes them from the communal life. This study, by systematically evaluating the employee in shift work system, mainly aims to identify the influencing criteria on his/her family and social life. Since the employee whose problems in family and social environment are reduced to minimum can focus on his/her work, the efficiency will be increased. By the help of this study, it is aimed to contribute to the future scientific studies in this area, in the decisions related to workfamily policies and the negative impacts of shift working system on the family and social life. Furthermore, it may be helpful in developing solutions about the potential problems. This study includes female employees in shift working system in healthcare sector in Denizli Provincial Hospital. In this study, a semi-structured interview methodology is 2 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo employed on 50 female healthcare personnel. At the end of the study, the important influence of shift working system on the family and social life is explored. Theoretical Framework In this research, initially the subject is evaluated theoretically by stressing on the family, its functions, shift working system and its impacts on family. 1 Overview of Family Soyyiğit (2002) express that family, which has the duties of satisfying the regularity and strengthening the society, is a training place for the children; a trustworthy environment for the couples; the most important structure among the others as the fundamental source of them. Furthermore, he also suggested that despite its structure is different for every society, it is not possible to think a structure without family. Soyyiğit (2002) also stated that the most influenced unit is the family from the change in industrial revolution. The following impacts of industrial revolution on the family can be given (Soyyiğit, 2002:85-87): 1. In transition from the wider family to the nuclear family, the power share has been changed. While the father was influential in paternalistic family, there are appeared equal rights and powers of each family member in a nuclear family. 2. The marriage ratio is decreased and a suitable environment for modern and childless families is prepared. 3. The mostly influenced structure is the family as a result of fast changing technological environment in every aspects of the life. Television, by entering to the family environment, takes the central focus instead of cultural integration, regular reading habits and talks. 4. Besides industrialization, apartment life has reduced the size of large Turkish Families. 5. The elders as the providers of culture are moved away from the family and the children as the providers of the integration are sent to kindergartens. 6. With the industrialization, the relationships among the relatives are weakened. 7. The women who want to get benefit from the industrialization have started to seek duties in every aspect of work life. The technology appeared as a result of industrialization has changed the position of women within the family. The time for housework’s has been reduced with the invented tools and therefore their time to be spent outside has increased. Tezcan (2005), by analyzing the family from socio-cultural perspective from the beginning of announcement of republic till now, states that family is still an influential unit despite its structure has changed through the history. When the Turkish family composition is examined, many types of family structures from large traditional family to the nuclear family and one-parent families. Traditional urban family characteristics are changed and they took the forms of city life because of the wide influence of industrialization and urbanization. However, there exist still traditional features of Turkish family. It can be assumed that family structure continues to have nuclear family structure in the future by considering the research performed by Başbakanlık Aile ve Sosyal Araştırmalar Genel Müdürlüğü and TÜİK in 2006. It is reported that Turkish families are nuclear (80,7%), large (13%) and single (6%) (Şentürk, 2008). However Uludağ (1997), since postmodern school criticize every idea as a result of enlightment idea, it approaches every social structure by the same manner. Postmodernists 3 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo evaluate the family in three steps including social aspect, the relationship between two people and fashion life style (Uludağ, 1997). 2 Family and its Functions Family has biologic, psychologic, economic, social, legal, etc. aspects. It satisfies the continuity of human beings existence through biological relations, starts the process of socialization, has the rules about the relationships between the members, and transmits the culture to the next generation (Sayın, 1990:2). Economic, social, cultural, educational and psychologic functions make the family the fundamental unit of the community and communal structure. Born children take the necessary initial information about the community and the culture within the family and start the interaction with the social environment and the other people there (Gökçe, 1996: 155). Moreover, family has important roles from the couples’ perspectives. Being mother and father, wife and husband and the related responsibilities enhances their life pleasure. Family membership makes the person happy. Family also supports psychologis and social aspects of the couples by providing a regular life style (Şentürk, 2008: 10). Fundamental functions of the family can be considered as biologic, economic, protective, socialization, religion, education and free time activities (Tezcan, 2005). As a result of industrialization, the family becomes nuclear and some of its functions are left to another units. However, love, biologic and socialization of the children functions continue to be the fixed functions of the family. Therefore, the importance of the family still exists and the functions of the school increase continuously. However, Çelenk (2003) suggests that the information derived at school should be strenghtened inside the family (Çelenk, 2003: 30). Alacahan (2010), by using family evaluation scale which includes problem solving, communication, rolles, emotional behavior, giving necessary care, behavior control and general functions, provides the following results (Alacahan 2010: 297-298): 1. When the family functions are considered, despite many functions are taken individually, they can be suggested as interrelated. A failure in one function may give negative results on the other functions. 2. When the number of members increases, the strength of the family reduces while satisfying its functions especially in behavioral control and communication functions. 3. The most important function is giving the necessary care to the other members of the family. 4. Every family in today’s life has some difficulties in satisfying its functions. 5. Especially the work conditions weaken the communication between the member and his family and bring different units for the relationship between parents and children (babysitter, kindergarden, etc.). These cannot provide the satisfaction of the children as their parents can do. Gökçe (2011) suggests that the differences in social level effect the family in two different aspects: (1) as a result of the development of other external units outside the family, these units take some responsibilies of the family and (2) social problems by influencing family internal dynamics causes problems inside the family (Gökçe, 2011:52). 4 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo 3Shift Working System and its Subsequent Attendant Problems Machines, systems and personnel continue to their work outside ususal working hours in shift working system (Odabaşı, 1981; Eke, 1981). Shift working system is the way of benefiting from the full all day capacity. Different economic and social needs bring this working system as an irrevocable application. However, since night shifts are more exhaustive, abusive and hard, they needs to be cared more compared to the day shifts. The related literature reports the problems with shift working system as in the following: the increase in work accidents, changes in health issues of the personnel, dissatisfying the needs on time, the corruptions of family layout and social relationships. This study considers the corruptions of family layout and social relationships. Corruption of Family Layout: The fundamental duties of the father in the family are earning the money; protecting the family members; finding the solutions for family problems and approaching them in a warm manner. However, mother is taking the responsibility of houseworks and care of children. Because of changing family structure as a result of developing communities, women enter to the business and therefore men become more active in houseworks and care of the children. If men, women, or both work in a family in a shifting work system, these duties cannot be successfully accomplished and the form of family corrupts. One of the most negative effects of night shifts for husband is disturbing the duty of protecting the house (Özkalp, 1984:229). Many studies have revealed that wives whose husbands are at work during the nights are scared very much (Finn, 1981: 33). However, this problem can be somehow overcomed by employing night shift working system. Night workers are also face to face with providing limited time for their spouses (Özkalp, 1984: 230). Moreover, nightworkers are detected not to share their time with their children and cannot provide sufficient care for them (Bilgin, 1984: 24). Since nightworkers after hard working conditions at work come to the house very tired and want to have rest, they have difficulty in satisfying the desires of their wives and children. When women, after working all the night, come to the house in the morning and see that all the members are awakened. Therefore, they start for houseworks and cannot find the opportunity for resting. If the couples work in different shifts, the problems become more and they can be together less frequently. This may cause a communication problem between them and damage their trust. Working in different shifts removes the stability in family environment and the opportunity to overcome the problems together and therefore causes high level of family problems. Disconnection of Social Environment Relations: People become members of different social groups along their lives such as a family, a fried group, a volunteer association, a work environment group or a political party. Therefore, they have some responsibilities for their roles in those specific groups. Shift working system spoils the life system of the member and prevents some benefits of him, weakens his relationships with the environment, and reduces social activities. They seem to be the member of those communities but they are not in reality. Nightworkers who do not want to cut the relationships with those groups can less frequently attend the meetings with them. According to the results of a research performed in USA, while 48% of dayworkers can visit their friends once a week, the ratio reduces to 34% for the workers in shift working system (Braddick, 1966: 12). According to the results of a study performed in Turkey, 98% of the workers in shift working system stated that they could visit their relatives less frequently compared to the regular day working system. 90% of the respondents stated that they could also be together with their friends less (Bilgin, 1984: 32-33). Furthermore, attending to the voluntary actions of some associations is very difficult for the workers in 5 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo shift working system. Some studies’ results have provided supportive results for this claim (Finn, 1981:134). Method of the Study Objective of the Study: This study aims to identify the influence of shift working system in healthcare sector on the family and social lives of the healthcare staff. Sample of the Study: includes 50 healthcare staff in healthcare organizations in Denizli/Turkey. Data Collection Method: A previously constructed semi-structured interview is used as the data collection method. 10 questions are asked for the respondents’ demographic information, 15 questions are used about their family lives and 15 questions are asked for their socil lives. While constructing the questions about Family life, Family evaluation scale, Family Life standards quality scale and Work-Family Life conflict scale are used. While developing the questions related to Social life, the literature review about sociologic and cultural life is used. Model of the Study: This study is performed as a qualitative research model. One of the fundamental aims of qualitative research is reporting the respondents’ idea from an unbiased perspective. Data Analysis: The answers of the respondents, positive (yes), partially and negative (no), are analyzed and by considering their percentages tables are formed. Furthermore, for each question, the respondents’ opinions are given as examples. In the conclusion part, (by summing the respondents’ answers with partially and negative), the criteria of the employees are ranked from the highest to the lowest degree of importance. Assumptions: This study initially assumes that the most dominant party on the form of a family is women. This assumption is parallel to the findings of Gönüllü and İçli (2001). They identified that 64.2% of women workers agree on that the most important duty of women is caring husband and children (Gönüllü and İçli, 2001:94). Second assumption believes that women can be extremely useful especially in parents-children relations because of the given instinct emotion. According to the results of one study in Textile industry, 72.7% of the women workers believe that children are the source of love and 42.6% want to grow their children as a good person in terms of future expectations (Gönüllü and İçli, 2001:97). This study furthermore assumes that the respondents provide reliable information. Constraints: There are two types of constraints on this study. First, only the respondents from healthcare sector are considered. This cannot allow a comparison among sectors. The second is selecting only female respondents cannot give the opportunity to compare the responses from the different genders. The Findings of the Study The collected information is analyzed under three subheadings including their demographic information, family life and social life. 1Demographic Information There are totally 50 female healthcare respondents attended to the study. Two of them are medical officer, 37 of them are nurses, 10 of them are obstetricians and one of them is emergency care technician. Eight respondents are below 30, 23 respondents are between 31 and 40, 17 of them are between 41 and 50 and two are older than 50. If the education levels of them are considered, five have high school degrees, 19 have college degrees, 25 have 6 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo undergraduate level of degrees and one has master degree. When the work experiences of the respondents are evaluated, 10 of them have 1-10 year of experience, 18 respondents have 11-20 years of experience and 22 of them have 21-31 years of experience. There are 41 married and remaining 9 single in the population. 39 of the respondents’ husbands are working and the remaining two are retired. 15 respondents’ husbands are found to be also working in a shift working system. 43 of the respondents are observed to have children. The respondents are detected to have trouble with the following shifts: 1 respondent for 08:00-17:00, 1 respondent for 17:00-24:00, 31 respondents for 17:00-08:00 and 24:0008:00, 4 respondents for all the day (24 hours), 8 respondents for the weekends and remaining 5 did not answer. 2 Family Lives of Shift Working Employees In this section, the issues related to family life of the respondents are reported. They are: 1- Interaction within the Family: Do you spend time with your family? Do you support each other in order to reach your goals? Everybody in your family is in closer and harmonic relationships with the remaining members? Does your work schedule influence the family meal hours? are the questions reported in this section and their percentages are given in Table 1: Table 1: Respondents’ Opinion about the questions for Interaction within the Family Criterion / (%) Yes Partially No Spending time with family 30 9 11 % 60 18 22 To be in harmony in family 38 5 7 % 76 10 14 Negative influences on dining hours in family 43 2 5 % 86 4 10 The following examples can be given by considering the above criteria: I use efficiently holidays and weekends. There happens a problem when an extraordinary event becomes after shifts. Work environment takes all my energy. We can be together only in dinner time in the evening. Night and weekend shifts influence much. I cannot be with my children during 17:00-08:00 shifts. Weekends, I become not social. Tiredness at the end of Rush hours and the time after shifts influence me negatively. In evening shifts, I get my dinner early. I missed having breakfast. My children are affected negatively because of nonregular meal times. 2- Communication in Family: The answers for the questions are given below table: Are you outspoken inside the family to each other’s? Do you share your emotions (sadness, happiness, pleasure) with your family members? Do you speak everything clearly? Does your working style influence your communication inside the family? Table 2: Respondents’ opinion about the communication inside the family Criterion / % Yes Partially No Outspokenness in family life % 44 88 5 10 1 2 Effects of communication inside the family % 33 66 6 12 11 22 7 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo The following samples from the answers of the respondents can be given according to the above questions: I solve my work related problems by myself. We are outspoken. We speak everything inside the family. Work hours reduce the sharing inside the family. I cannot give attention to my family, when I am under stress. I do not tell the problems at work to my family. Since we are caring the patients in the hospital, we are storing the stress inside and cannot stop ourselves at home. Sometimes, I do not see my husband for 36 hours. When we are tired, we may live communication problems. When I have shift duty, I get angry so much and wrongly understand everything. The stress as a result of work life sometimes negatively influences our communication. Since both my husband and I work in a shift working system, we do not have the opportunity to have some time with my husband. 3- Problem Solving inside the Family: The answers for the questions: Do you solve your problems inside the family? Do you seek solutions together? Do you discuss the implemented solution later inside the family? Are presented below table 3. Table 3: Respondents’ opinion about solving the problems inside the Family Criterion / (%) Yes Partially No Discussion of the problems inside the family 43 4 3 % 86 8 6 Finding solutions to the problems inside the family 35 6 9 % 70 12 18 Some samples from the answers of the respondents about this group of questions can be given as: Yes, we solve the problems together. We can generally overcome the problems and the solutions are generally valid. We talk and discuss the problems inside the family and try to find solutions. It works generally. We cannot track the implementation of the solutions. We can decide on the computer usage of children but we cannot control the decision. I always try to solve the problems in the family. We find the solutions and try to implement them, but sometimes it may not be successful. Everybody tries to solve the questions by himself. 4- Fulfilling Parents' Responsibilities inside the Family: The answers and their corresponding percentages for the question “Do you efficiently perform your responsibilities for your children such as tracking their homework, true selection of friends, value education and etc.” are provided in Table 4. Table 4: Respondents’ opinion about parents' responsibilities inside the family Criterion / (%) Yes Partially No Irresponsive Fulfilling parents' responsibilities inside the family % 26 13 4 7 52 26 8 14 Some samples from the answers of the respondents about above criterion can be given as: I am trying to efficiently perform. If I do wrong, I promise not to repeat them. I am trying whether it is not effective. If I am at home, I care. However, when I work my husband takes the responsibility. I cannot find time for tracking their homework. If I am not stressed, I care for them whether it is not effective. I am trying to track their homework but 8 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo it is not enough. I become generally alone about this issue. Parents meeting and related activities are generally organized in weekdays. We cannot ask permission every time. Because of time limitation and work hours, sometimes I cannot fulfill my responsibilities. I can have difficulty while caring the children such as completing the homework. 5. Basic Family Functions:The answers and their corresponding percentages for the questions “Do you clearly say your problems and emotions to eachothers inside the family?”, “Do you share your fears and anxiety with your family members?” and “Are you tolerant to the others inside the family?” are shown in Table 5. Table 5: Respondents’ opinion about Basic Family Functions Criterion / (%) Yes Partially No Sharing troubles and feelings in family 35 11 4 % 70 22 8 Being tolerant in family 36 10 4 % 72 20 8 Some of the samples from the answers of the respondents about this group of questions can be given as: We share very thing inside the family. We can overcome our problems. Everything is common in the family. I can openly tell my fears and good feelings. Children can be timid to their fathers for some issues. Sometimes I cannot share everything with my husband and be fearful. I am trying not to express my problems. I cannot be tolerant every time because of day stress and tiredness. I share my feelings, but sometimes we cannot handle. 6. Work Life-Family Life Balance: The following table presents the answers and their percentages for the question “Do you have a balance between your work life and family life? If not, which side of the balance weights more?” Table 6: Respondents’ opinion about Work Life-Family Life Balance Criterion / (%) Yes No 31 Work is dominant 27 Family is dominant 4 Work Life-Family Life Balance % 19 38 62 54 8 Some comments of the respondents about this question can be ordered as follows: Since I return home late, I cannot find the balance between them. I have difficulty in giving my family necessary time. Work stress cannot be forgotten at home. We are continuously revising the day’s deficiencies. Sometimes it continues during my sleep. Work life weighs more. We cannot provide time for our family. We say that we are working for our family, but we are only caring their material issues. We are exhausting while working. Much of my time is spent at work. I cannot share time for home. Family side weighs more. My family always comes first. 4.3. Social Life of Shift Working Employees The respondents’ social life related opinions are analyzed under five sub-headings: 9 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo 1. Communal Role: Table 7 provides the answers and their percentages about the question “Do you believe that you satisfy your communal role as a member of the family, a friend group or an enterprise?” Table 7: Respondents’ opinion about Communal role Criterion / (%) Yes Partially No Fulfillment of Communal role 21 22 7 % 42 44 14 Some examples of the respondents about this question can be given as follows: Yes, I believe and do my best. I share my spare time after work firstly for my family and then for my communal role. I fulfill as both a firm owner and a family member. I try to fulfill as much as possible but I have difficulty. We are trying as both a friend group and family member, but we don’t have time for this. As a mother, I cannot share my time for my children. I suppose I am not sufficient. 2. Neighborhood Relations: The answers and their percentages about the question “How are your relationships (greetings, paying visits, receiving guests, etc.) with your neighbors in your apartment life?” are presented in Table 8. Table 8: Respondents’ opinion about neighborhood relations Criterion / (%) Yes Partially Effectiveness of neighborhood relations % No 22 21 7 44 42 14 Some examples of the respondents about the above question can be ordered as follows: our relations are quite fine. We greet our neighbors and visit them when we have opportunity. We are in good relations with our neighbors. I receive sometimes my neighbors as guests. Our neighborhood relations are weak and disconnected. I greet but visit them very limited. We only greet each other. I do not have time to increase my relations. My neighbors are also working; we are meeting when it is suitable. I cannot visit them frequently, because I cannot find time. Our relations are limited because of my work hours. I cannot spend my time home, since I am working. Therefore, if we meet at the door, we greet each other. However, I cannot have guests home. 3. Friendship Relations: Table 9 shows the answers and their percentages about the questions “How are your relationships with your friends at work and other friends outside the work environment? Do you visit your friends and plan some activities with them?” Table 9: Respondents’ opinion about friendship relations Criterion / (%) Yes Partially Effectiveness of friendship relations % 10 26 52 22 44 No 2 4 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Some examples of the respondents about this criterion can be provided as follows: I visit my friends. I attend to the planned activities. I cannot visit my friends except for illness and death. I do not have opportunity to visit except health issues. I do not have to interact too much with my friends. We cannot find time for visiting my friends. Because of hard working, after a busy and tiring day, accepting the visits becomes very hard. 4. Relations with Relatives:In Table 10, the answers and their percentages about the questions “How is your relationship with your close and distant relatives (visiting, sharing their happiness and troubles, etc.)?” are provided. Table 10: Respondents’ opinion aboutrelations with relatives Criterion / (%) Yes Partially Effectiveness of relations with relatives % 17 34 No 31 62 2 4 By considering the above criterion, the following examples can be given from their statements: We keep our relationships with the relatives hot. I try to be with them as much as possible. I try to be connected with them. We have good relationships with the relatives. We try to support each other. We are continuously in touch with my relatives. I try to help them in every issue as much as possible. Because of my work, I cannot share time for them. We can meet them in very special activities. Even in their illnesses, we cannot visit many of them. Since they are away, I talk them on phone very much. Our visits can only happen in annual leaves. Since they are outside the city, work hours prevent the relationship. 5. Cultural Activities:The answers and percentages for the question “Do you give importance for the cultural activities (conferences, seminars, panels, congress, scientific meetings, shows and exhibitions, etc.? Do you attend cultural activities effectively?” are provided in Table 11. Table 11: Respondents’ opinion aboutcultural activities Criterion / (%) Yes Partially No Participation on cultural activities % 15 20 15 30 40 30 From the perspective of this question, the following examples about the respondents’ answers are given as: I give importance to cultural activities very much. If I find an opportunity, I try to attend them. I force my conditions to attend them. I think they are effective for my personal career. I give importance very much and attend if I have time. Yes, if it was inside the hospital, but outside the hospital I don’t have time. I give importance, but I cannot attend after work hours. I give importance, but I cannot attend effectively. Unfortunately, I cannot share time for them. 11 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Conclusion and Recommendations European Foundation for the Improvement of Living and Working Conditions (EUROFOUND) analyzed the countries under eight categories from the perspectives of work and family life balance in the report of second European Life Quality survey in 2007. Denmark, Finland and Sweden are reported to have the highest conditions by satisfying work and family life balance. The worst countries from this perspective are observed to be Romania and Bulgaria in the seventh group. However, Turkey and three other European Union candidates took place in the eight categories (Erdoğan, 2010:24). When human being is considered as both biologic and sociologic entity, in this study, employees in shift working system are analyzed from these two perspectives. The following findings are detected: Most of the respondents asserted that they have difficulty more in night shifts. This can be explained that the majority of the respondents are married and have children. Moreover, night work is reported to be more exhaustive in the literature. The most influential criterion about shift working system on the family life of the respondents is detected to be the irregularity of meal hours. Not having time with the family, negatively affected communication inside the family, not performing family responsibilities, not sharing the emotions within the family, not finding solutions within the family, not being tolerant inside the family and not being in a harmony inside the family follow respectively. The least effective criteria on the respondents are not talking every problem inside the family and unclear behavior of family members with each other’s. More than half of the respondents answered the questions about work and family life balance that it is not balanced and work life is more dominant on family life. When the most important criterion about the influence of shift working system on social life is considered, the respondents asserted that they cannot attend the cultural events such as conferences, seminars, panels, congress, scientific meetings, shows and exhibitions, etc. this can be explained by the education level of the respondents. Since more than half of the respondents have undergraduate degrees. The remaining criteria are ordered as follows: they cannot perform the necessary actions of relative relationship, communal role neighbor relationships. The least effective social life criterion is found to be not sufficiently performing the friendship relations. As Yavuz Sultan Selim told, “The most favorable object is believed to be government in the society. In fact, one breath health is the most important government”. In order to involve women into work life, socio-cultural barriers which they met should be removed. Since family and social life problems of healthcare employees are directly influential on their services, their work efficiency and service quality can be affected negatively. Therefore, service takers may not be satisfied with healthcare employees. Incompatibility between work and family life can be reduced by: seeking the solutions with all possible parties through social dialogues, increasing and differentiating care services for children, reducing the costs of children care services, providing a flexible work environment for female employees for children care and permission for parents-school relationships; allowing female workers, during some periods, to pass from full time employment to part-time employment, providing easy entrance and exit for females to 12 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo workforce market, providing part-time and fulltime flexible work hours, management support for solving work related problems and training the employees to overcome stress and communication problems. Furthermore, it can be stated that these may be influential for family responsibilities, gender related problems and satisfying the balance between work and family life. When the socio-cultural dimension of human being is evaluated, strengthening the social friendship relations, enhancing corporate social responsibility, planting corporate memory forest, organizing some activities such as picnic and trips by including family members, interorganization sport tournamnets, sport sallons in work environment, organising seminars and courses for personal and career development, planning career development, greeting the special days of the employees (personal-birthday, new year, baby birth, etc and professional (eg. medicine day), organising activities at the end of the work day (music, art, cinema, etc.), professional and cultural book reading sessions and hours support social life of shift working system employees. References Aile ve Sosyal Araştırmalar Genel Müdürlüğü and TÜİK. (2006). Aile Yapısı Araştırması, http//:www.tuik.gov.tr, (03.05.2011). Alacahan, O. (2010). Aile Birliğini Oluşturan Faktörler ve İşlevleri. C.Ü. İktisadi ve İdari Bilimler Dergisi, 11(1), 297-298. Bilgin, L. (1984). Gece Vardiyasında Çalışanların Sorunlarına Genel Bakış, Eskişehir. Braddick, W.A.G. (1966). ShiftWorking: A. Survey of the Literature, Ashridge Management College. Çelenk, S. (2003). Okul Başarısının Ön Koşulu: Okul Aile Dayanışması. İlköğretimOnline, 2 (2), 28-34. Eke, H. (1981). Kapasite Kullanımı Açısından Vardiya Düzeni, Ankara, M.P. M.Publications. Erdoğan, S. (2010). İş ve Aile Hayatı Çatışması, Çalışma ve Sosyal Güvenlik Bakanlığı, AB Koordinasyon Dairesi Başkanlığı Bülteni, Issue:53, March - April – May, 2010, Ankara. Finn, P. (1981). Effects of Shift Work on The Lives of Employees, Management, Labour Review, October, 1981. Gökçe, B. (1996). Türkiye’nin Toplumsal Yapısı ve Toplumsal Kurumlar, Savaş Publications. Ankara. Gökçe, B. vd.(2011). Aile Sosyolojisi, Anadolu Üniversitesi Yayını No: 2306, Ağustos 2011, p:52, Eskişehir. http://www.ilkogretim-online.org.tr, 15.02.2013. 13 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo http://www.zekeriyyauludag.com/icerik/makaleler/makaleler.html; 15.02.2013. Gönüllü, M. and İçli, G. (2001). Çalışma Yaşamında Kadınlar: Aile ve İş İlişkileri, C.Ü. Sosyal Bilimler Dergisi, May 2001, 25(1), 81-100. Odabaşı, M. (1981). Kapasite Kullanımı Açısından Vardiya Düzeni, MPM Publications. Özkalp, E. (1984). Gece Vardiyası ve Çalışanlar Üzerine olan Sosyo-Psikolojik Etkileri. Anadolu Ün. İkt.ve İd. Bil. Fak. Der. Eskişehir. Sayın, Ö. (1990). Aile Sosyolojisi, Ege Ün. Ed. Fak. Publications. No:57, İzmir. Soyyiğit, R. (2002). Sanayileşmenin Türk Ailesi Üzerine Sosyal Etkileri, Master thesis, Süleyman Demirel Üniversitesi, Sosyal Bilimler Enstitüsü, Isparta. Şentürk, Ü. (2008). Aile Kurumuna Yönelik Güncel Riskler. Aile ve Toplum, T.C. Başbakanlık Aile ve Sosyal Araştırmalar Genel Müdürlüğü Eğitim - Kültür ve Araştırma Dergisi, Year: 10, 4(14), April - May – June. Tezcan, M. (2005). Cumhuriyetten Günümüze Türk Ailesinin Dünü, Bugünü ve Geleceği, http://www.akmb.gov.tr/turkce/books/v.t.kongresi/g.g.o.a,giyim%20k.cilt%20XV/ mahmut%20tezcan.htm; 15.02.2013. T.C. Başbakanlık Aile ve Sosyal Araştırmalar Genel Müdürlüğü. (2010). Türkiye’de Aile Değerleri Araştırması, Ankara. Uludağ, Z. (1997). Post modern Pedagoji. OMÜ Eğitim Fak. Dergisi, 10, Samsun. 14 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1603 Title A name given to the resource Effects of Shift Working System on Employees' Family and Social Lives Author Author KACMAZ, Recep CELALETTIN, Serinkan Abstract A summary of the resource. Family is considered to be the smallest unit of life, on human life, and an institution whose effect continues from the birth to the end of life. The family is born from the culture of its own society and the main influencing factors in shaping the family are the social and cultural aspects. The factors that are effective in re-shaping the family institution are, the changes of the principles that are effective and dominant in the general structure of society, the changes in the economy and political life and the changes in the religious and moral culture. Industrial society system has led to spacious and profound changes in the general life of the society. Changes in general work and life conditions have influenced the family negatively in fulfilling its functions as required for modern conditions. The basic functions of the family can be considered biological, economic, love, protection, socialization, religion, education and the family as a function of evaluation of leisure time. With the process of industrialization, families are shrinking from traditional /extended family to core family. For this reason, some functions of families are transferred to other institutions (careers, nursery, kindergarten, etc.), but, for children, none of them can provide psychological satisfaction by his parents. In 2010, in Family Values Survey in Turkey related to what matters are very important in people life, the family is in the first place with 99.3% rate. This result reveals that the family is indispensable in Turkish society. In another study held in 2010 by using Family Assessment Scale, it is determined that as the number of members icrease, the power of the family weakens in fulfilling the functions and the most problematic function of the family is found to be not showing interest to each other. At the beginning of functions, hindered due to the increased number of individuals, behavior control and communication functions come. Technological progress in the first half of the twentieth century has developed production-enhancing and efficiency rising methods to solve the needs of modern society. This situation has caused to the discovery of the new systems in terms of better use of natural resources and human power. At the result of the specified developments, non-classical and nonstandard working systems in general and particularly shift working system have taken place. The shift working system, applied due to some economic, social and socio-political reasons, brings problems such as redundancy in work accidents, the disruption of body's circadian rhythm, degradation of workers' health, needs are not provided full and on time, disruption of family scheme and disconnection of social environment relations. When related literature is reviewed, the studies that the effects of shift working system on employee health status, sleeping patterns, eating habits were conducted are observed. The objective of this study is to analyze the effects of shift working system on the employees' family and social life. Due to the fact that employee has different roles in business, family and social life; this study, will create the idea of employee in whole system approach on the scientific studies on this issue in the future and in business & family policies, decision-making and applications, and will shed light on finding solutions on improvement of employee's present problems. For sample of study, 10 shift working nurses in the private hospitals, 10 shift working employees in the textile industry , and 10 shift working security guards in private security industry in Denizli, Turkey, total of 30 shift employees are chosen. In this study, as a method of data collection, semi-formal pre-prepared interview questions are applied to each shift employee by one-on-one consultation. Keywords: Family, Functions of Family, Shift Working System, Shift Employee's Family Life. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 978-9958-834-23-3