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CHANGE OF MANAGEMENT FUNCTIONS AND ORGANIZATIONAL STRUCTURES DURING THE COVID – 19 PANDEMIC

Yıl 2022, Sayı: 52, 129 - 146, 25.09.2022

Damla Köroğlu Fatih Semerciöz

https://doi.org/10.30794/pausbed.1089662

Öz

Due to the coronavirus epidemic (COVID-19) that threatens the health of all people, the way organizations do business all over the world and in our country has necessarily begun to change. In this period, processes such as preparing the road map on how to manage the employees, ensuring motivation and business continuity, and controlling the outputs are under the responsibility of the managers. In this context, this study includes findings on how managers' responsibilities have changed, how they continue their management and organizational practices, and how to differentiate management and organizations with changing working conditions in the process starting with the COVID-19 pandemic. The participants of the research are managers who work in different sectors in Turkey and have experienced remote working. Content analysis method was used in the study conducted with a qualitative research approach. As a result of the analysis of the data obtained from the semi-structured interviews, "Acceleration of digitalization", "Change of operational costs and operations”, “Changing sociological and psychological factors” and “New normal in organizations” themes are emerged. In the light of these themes information has been obtained about how the management activities have changed during the remote working and how the new working normal will be.

Anahtar Kelimeler

Remote working COVID-19 Management Management functions Organizational structures

Kaynakça

  • Andersen, K. N., Lee, J. ve Henriksen, H. Z. (2020). “Digital sclerosis? Wind of change for government and the employees”, Digital Government: Research and Practice, 1(1), 1-14.
  • Bailey, K. Ve Breslin, D. (2021). “The COVID‐19 pandemic: what can we learn from past research in organizations and management?”, International Journal of Management Reviews, 23(1), 3-6.
  • Bakibinga-Gaswaga, E., Bakibinga, S., Bakibinga, D. B. M. ve Bakibinga, P. (2020). “Digital technologies in the COVID-19 responses in sub-Saharan Africa: policies, problems and promises”, The Pan African Medical Journal, 35, 38.
  • Bartik, A. W., Cullen, Z. B., Glaeser, E. L., Luca, M. ve Stanton, C. T. (2020). ”What jobs are being done at home during the Covid-19 crisis? Evidence from firm-level surveys”, National Bureau of Economic Research.
  • Bartsch, S., Weber, E., Büttgen, M. ve Huber, A. (2020). “Leadership matters in crisisinduced digital transformation: How to lead service employees effectively during the COVID-19 pandemic”, Journal of Service Management.
  • Bryman, A. (2008). “Why do researchers integrate/combine/mesh/blend/mix/merge/fuse quantitative and qualitative research”, Advances in Mixed Methods Research, 21(8), 87-100.
  • Brynjolfsson, E., Horton, J. J., Ozimek, A., Rock, D., Sharma, G. Ve TuYe, H. Y. (2020). “COVID-19 and remote work: an early look at US data”, National Bureau of Economic Research. Creswell, J. W. (2009). “Mapping the field of mixed methods research”, Journal of mixed methods research, 3(2), 95-108.
  • De Vries, H., Tummers, L. Ve Bekkers, V. (2019). “The benefits of teleworking in the public sector: Reality or rhetoric?”, Review of Public Personnel Administration, 39(4), 570-593.
  • DeFilippis, E., Impink, S. M., Singell, M., Polzer, J. T. Ve Sadun, R. (2020). “Collaborating during coronavirus: The impact of COVID-19 on the nature of work”, National Bureau of Economic Research.
  • Deloitte Türkiye (2020). İşin geleceği: Uzaktan çalışma sisteminde organizasyonel dayanıklılığıkorumak, https://www2.deloitte.com/content/dam/Deloitte/tr/Documents/human-capital/isin-gelecegi-uzaktan-calisma-sisteminde-organizasyonel-dayanikliligi-korumak.pdf (Erişim tarihi: 11 Ocak 2022).
  • Dzigbede, K.D., Gehl, S.B. ve Willoughby, K. (2020).“Disaster resiliency of US local governments: Insights to strengthen local response and recovery from the COVID-19 pandemic”, Public Adm. Rev, 80, 634–643.
  • Ertürk, M. (2000). Yönetim ve organizasyon. İstanbul: Beta Basım Yayım Dağıtım AŞ.
  • Floersch, J., Longhofer, J. L., Kranke, D. Ve Townsend, L. (2010). “Integrating thematic, grounded theory and narrative analysis: A case study of adolescent psychotropic treatment”, Qualitative Social Work, 9(3), 407-425.
  • Gajendran, R. S. ve Harrison, D. A. (2007). “The good, the bad, and the unknown about telecommuting: meta-analysis of psychological mediators and individual consequences”, Journal of applied psychology, 92(6), 1524.
  • Global Workplace Analytics. 2020. https://globalworkplaceanalytics.com/wp-content/uploads/edd/2020/05/Global-Work-from-Home-Experience-Survey-Report-FINAL.pdf (Erişim tarihi: 2 Aralık 2021).
  • Golden, T. D., & Fromen, A. (2011). “Does it matter where your manager works? Comparing managerial work mode (traditional, telework, virtual) across subordinate work experiences and outcomes”, Human relations, 64(11), 1451-1475.
  • Green, N., Tappin, D., ve Bentley, T. (2020). “Working from home before, during and after the Covid-19 pandemic: Implications for workers and organisations”, New Zealand Journal of Employment Relations, 45(2), 5-16.
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  • Health Organization. (2021b). Situation by Country, Territory or Area. https://covid19.who.int/ (Erişim tarihi: 28.11.2021).
  • Horii, M. ve Sakurai, Y. (2020). The future of work in Japan: Accelerating automation after COVID-19. McKinsey Insights.
  • Jaakson, K. ve Kallaste, E. (2010). Beyond flexibility: reallocation of responsibilities in the case of telework. New Technology, Work and Employment, 25(3), 196-209.
  • Khudhair, H. Y., Alsaud, A. B., Alsharm, A. ve Alkaabi, A. (2020). “The Impact of COVID- 19 on Supply Chain and Human Resource Management Practices and Future Marketing”, International Journal of Supply Chain and Inventory Management , 1681-1685.
  • Kirchner, K., Ipsen, C. ve Hansen, J. P. (2021). “COVID-19 leadership challenges in knowledge work”, Knowledge Management Research & Practice, 1-8.
  • Koçel, T. (2003). İşletme Yöneticiliği, Beta Yayınları. Baskı, İstanbul.
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  • KPMG Türkiye (2020). Covid-19 ile çalışma hayatındaki yeni uygulamalar: Anket Raporu. https://assets.kpmg/content/dam/kpmg/tr/pdf/2020/04/covid19-calisma-hayatindaki-yeni- uygulamalar.pdf (Erişim tarihi : 5 Ocak 2022)
  • Kreps, D. (1990). Corporate culture and economic theory, in: Alt, J. E., and Shepsle, K. A. (eds.), Perspectives on Positive Political Economy (pp.93–104), Cambridge, UK: Cambridge University Press.
  • Lebopo, C.M.; Seymour, L.F. ve Knoesen, H. (2020). “Explaining factors affecting telework adoption in South African organisations pre-COVID-19”. In Proceedings of the South African Institute of Computer Scientists and Information Technologists, Cape Town, Africa, 14–16 Eylül, 94–101.
  • Li, K., Liu, X., Mai, F. ve Zhang, T. (2021). “The role of corporate culture in bad times: Evidence from the COVID-19 pandemic”, Journal of Financial and Quantitative Analysis, 56(7), 2545-2583.
  • Machmud, M., Musa, A. E. Z., Masmuh, A., Nasirin, C., & Salahudin, S. (2020). “Government Response and Communication in Covid-19 Crisis Management in Indonesia”, International Journal of Innovation, Creativity and Change, 14(2), 377-396.
  • Makin, A. J. ve Layton, A. (2021). “The global fiscal response to COVID-19: Risks and repercussions”, Economic Analysis and Policy, 69, 340-349.
  • Marzban, S., Durakovic, I., Candido, C. ve Mackey, M. (2021). “Learning to work from home: experience of Australian workers and organizational representatives during the first Covid-19 lockdowns”, Journal of Corporate Real Estate.
  • Mihailović, A., Cerović Smolović, J., Radević, I., Rašović, N. ve Martinović, N. (2021). “COVID-19 and Beyond: Employee Perceptions of the Efficiency of Teleworking and Its Cybersecurity Implications”, Sustainability, 13(12), 6750.
  • Mollenkopf, D. A., Ozanne, L. K. ve Stolze, H. J. (2020). “A transformative supply chain response to COVID-19”, Journal of Service Management.
  • Monaco, Alessandro, vd. (2021). "Digital health tools for managing noncommunicable diseases during and after the COVID-19 pandemic: perspectives of patients and caregivers", Journal of Medical Internet Research , 23.1.
  • Moon, M. J. (2020). “Fighting COVID‐19 with agility, transparency, and participation: Wicked policy problems and new governance challenges”. Public administration review, 80(4), 651-656.
  • Mucuk, İ. (2016). Temel işletme bilgileri. Türkmen Kitabevi. Nagel, L. (2020), “The influence of the COVID-19 pandemic on the digital transformation of work”, International Journal of Sociology and Social Policy, 40, 861–875.
  • Nasri, M.A.; Alamsyah, M.N.; Ramadhan, D.; Fathurrahman, R. (2020), “Telework During Pandemic: Comparing Readiness between Local and Central Government Employees”, In Proceedings of the IAPA Annual Conference, Bali, Indonesia, 11–12 Ksım, 677–701.
  • Novianti, K. R. ve Roz, K. (2020). “Teleworking and Workload Balance on Job Satisfaction: Indonesian Public Sector Workers During Covid-19 Pandemic”, APMBA (Asia Pacific Management and Business Application), 9(1), 1-10.
  • Opatha, H. H. (2020). “The Coronavirus and The Employees: A Study from the Point of Human Resource Management”, Sri Lankan Journal of Human Resource Management , 10(1), 37-49.
  • Pinzaru, F., Zbuchea, A. ve Anghel, L. (2020). “The Impact of the COVID-19 Pandemic on Business”, A preliminary overview. Strategica. Preparing for Tomorrow, Today, 721-730.
  • Polkinghorne, D. E. (1989). Phenomenological research methods. In Existential-phenomenological perspectives in psychology (pp. 41-60). Springer, Boston, MA.
  • Polkinhome Janadari, M. P. N. (2020). “A Review on the Impact of COVID-19 Pandemic on Human Resource Management of Organizations”, Journal of Management and Tourism Research, 53.
  • Prasad, D. K., Rao, M., Vaidya, D. R. ve Muralidhar, B. (2020). “Organizational Climate, Opportunities, Challenges and Psychological Wellbeing of the Remote Working Employees during COVID-19 Pandemic: A General Linear Model Approach with Reference to Information Technology Industry in Hyderabad”, International Journal of Advanced Research in Engineering and Technology, 11(4).
  • Raghavan, A., Demircioglu, M. A. Ve Orazgaliyev, S. (2021). “COVID-19 and the New Normal of Organizations and Employees: An Overview”, Sustainability, 13(21), 11942.
  • Rana, N. P., Dwivedi, Y. K. ve Hughes, D. L.(2021). “Analysis of challenges for blockchain adoption within the Indian public sector: An interpretive structural modelling approach”, Information Technology & People.
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  • Tremblay, D.G. (2002). “Balancing work and family with telework? Organizational issues and challenges for women and managers”, Women Manag. Rev, 17, 157–170.
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COVID – 19 PANDEMİ SÜRECİNDE YÖNETİM FONKSİYONLARININ VE ÖRGÜT YAPILARININ DEĞİŞİMİ

Yıl 2022, Sayı: 52, 129 - 146, 25.09.2022

Damla Köroğlu Fatih Semerciöz

https://doi.org/10.30794/pausbed.1089662

Öz

Tüm insanların sağlığını tehdit eden koronavirüs salgını (COVİD-19) nedeniyle, tüm dünyada ve ülkemizde örgütlerin iş yapış şekilleri zorunlu olarak değişmeye başlamıştır. Bu dönemde çalışanların nasıl yönetileceğine dair yol haritasının hazırlanması, motivasyon ve iş devamlılıklarının sağlanması, çıktıların kontrol edilmesi gibi süreçler yöneticilerin sorumluluğu altındadır. Bu bağlamda, bu çalışmada COVİD-19 pandemisi ile başlayan süreçte yöneticilerin sorumluluklarının nasıl değiştiği, yönetim ve organizasyon uygulamalarına nasıl devam ettikleri ve değişen çalışma koşullarıyla yönetim ve örgütlerin nasıl farklılaşacağına dair bulgulara yer verilmektedir. Araştırmanın amacı kapsamında katılımcılarını Türkiye’de farklı sektörlerde çalışan ve pandemi sürecinde uzaktan çalışma biçimini deneyimlemiş işletmelerin yöneticileri oluşturmaktadır. Nitel araştırma yaklaşımı ile yürütülen çalışmada içerik analizi yöntemi kullanılmıştır. Yarı yapılandırılmış görüşmelerden elde edilen verilerin analizi sonucunda “Dijitalleşmenin hızlanması”, “Operasyonel maliyetlerin ve operasyonlarının değişimi”, “Değişen sosyolojik ve psikolojik faktörler” ve “Örgütlerde yeni normal” temaları ortaya çıkmıştır. Bu temalar ışığında uzaktan çalışma döneminde yönetim faaliyetlerinin nasıl değiştiğine ve yeni çalışma normalinin nasıl olacağına dair bulgular elde edilmiştir

Anahtar Kelimeler

Uzaktan çalışma COVİD-19 Yöneticilik Yönetim fonksiyonları Örgüt yapıları

Kaynakça

  • Andersen, K. N., Lee, J. ve Henriksen, H. Z. (2020). “Digital sclerosis? Wind of change for government and the employees”, Digital Government: Research and Practice, 1(1), 1-14.
  • Bailey, K. Ve Breslin, D. (2021). “The COVID‐19 pandemic: what can we learn from past research in organizations and management?”, International Journal of Management Reviews, 23(1), 3-6.
  • Bakibinga-Gaswaga, E., Bakibinga, S., Bakibinga, D. B. M. ve Bakibinga, P. (2020). “Digital technologies in the COVID-19 responses in sub-Saharan Africa: policies, problems and promises”, The Pan African Medical Journal, 35, 38.
  • Bartik, A. W., Cullen, Z. B., Glaeser, E. L., Luca, M. ve Stanton, C. T. (2020). ”What jobs are being done at home during the Covid-19 crisis? Evidence from firm-level surveys”, National Bureau of Economic Research.
  • Bartsch, S., Weber, E., Büttgen, M. ve Huber, A. (2020). “Leadership matters in crisisinduced digital transformation: How to lead service employees effectively during the COVID-19 pandemic”, Journal of Service Management.
  • Bryman, A. (2008). “Why do researchers integrate/combine/mesh/blend/mix/merge/fuse quantitative and qualitative research”, Advances in Mixed Methods Research, 21(8), 87-100.
  • Brynjolfsson, E., Horton, J. J., Ozimek, A., Rock, D., Sharma, G. Ve TuYe, H. Y. (2020). “COVID-19 and remote work: an early look at US data”, National Bureau of Economic Research. Creswell, J. W. (2009). “Mapping the field of mixed methods research”, Journal of mixed methods research, 3(2), 95-108.
  • De Vries, H., Tummers, L. Ve Bekkers, V. (2019). “The benefits of teleworking in the public sector: Reality or rhetoric?”, Review of Public Personnel Administration, 39(4), 570-593.
  • DeFilippis, E., Impink, S. M., Singell, M., Polzer, J. T. Ve Sadun, R. (2020). “Collaborating during coronavirus: The impact of COVID-19 on the nature of work”, National Bureau of Economic Research.
  • Deloitte Türkiye (2020). İşin geleceği: Uzaktan çalışma sisteminde organizasyonel dayanıklılığıkorumak, https://www2.deloitte.com/content/dam/Deloitte/tr/Documents/human-capital/isin-gelecegi-uzaktan-calisma-sisteminde-organizasyonel-dayanikliligi-korumak.pdf (Erişim tarihi: 11 Ocak 2022).
  • Dzigbede, K.D., Gehl, S.B. ve Willoughby, K. (2020).“Disaster resiliency of US local governments: Insights to strengthen local response and recovery from the COVID-19 pandemic”, Public Adm. Rev, 80, 634–643.
  • Ertürk, M. (2000). Yönetim ve organizasyon. İstanbul: Beta Basım Yayım Dağıtım AŞ.
  • Floersch, J., Longhofer, J. L., Kranke, D. Ve Townsend, L. (2010). “Integrating thematic, grounded theory and narrative analysis: A case study of adolescent psychotropic treatment”, Qualitative Social Work, 9(3), 407-425.
  • Gajendran, R. S. ve Harrison, D. A. (2007). “The good, the bad, and the unknown about telecommuting: meta-analysis of psychological mediators and individual consequences”, Journal of applied psychology, 92(6), 1524.
  • Global Workplace Analytics. 2020. https://globalworkplaceanalytics.com/wp-content/uploads/edd/2020/05/Global-Work-from-Home-Experience-Survey-Report-FINAL.pdf (Erişim tarihi: 2 Aralık 2021).
  • Golden, T. D., & Fromen, A. (2011). “Does it matter where your manager works? Comparing managerial work mode (traditional, telework, virtual) across subordinate work experiences and outcomes”, Human relations, 64(11), 1451-1475.
  • Green, N., Tappin, D., ve Bentley, T. (2020). “Working from home before, during and after the Covid-19 pandemic: Implications for workers and organisations”, New Zealand Journal of Employment Relations, 45(2), 5-16.
  • Gülmez, C. (2019). Ekonomik daralma dönemlerinde uzaktan çalışma, HR Dergi, Ocak 2019.
  • Health Organization. (2021b). Situation by Country, Territory or Area. https://covid19.who.int/ (Erişim tarihi: 28.11.2021).
  • Horii, M. ve Sakurai, Y. (2020). The future of work in Japan: Accelerating automation after COVID-19. McKinsey Insights.
  • Jaakson, K. ve Kallaste, E. (2010). Beyond flexibility: reallocation of responsibilities in the case of telework. New Technology, Work and Employment, 25(3), 196-209.
  • Khudhair, H. Y., Alsaud, A. B., Alsharm, A. ve Alkaabi, A. (2020). “The Impact of COVID- 19 on Supply Chain and Human Resource Management Practices and Future Marketing”, International Journal of Supply Chain and Inventory Management , 1681-1685.
  • Kirchner, K., Ipsen, C. ve Hansen, J. P. (2021). “COVID-19 leadership challenges in knowledge work”, Knowledge Management Research & Practice, 1-8.
  • Koçel, T. (2003). İşletme Yöneticiliği, Beta Yayınları. Baskı, İstanbul.
  • Koronovirüs Gündem Araştırması, (2020). https://stratejico.com/_upload/pdf/StratejiCo.Z- ZKoronavirusZGundemZArastirmasiZ19-21ZMartZRaporu.pdf (Erişim tarihi 30.11.2021)
  • Koirala, Jyoti, ve Suman Acharya. (2020). Dimensions of Human Resource Management evolved with the outbreak of COVID-19. SSRN Electronic Journal. https://ssrn.com/abstract=3584092 (Erişim tarihi 23 Kasım 2021).
  • KPMG Türkiye (2020). Covid-19 ile çalışma hayatındaki yeni uygulamalar: Anket Raporu. https://assets.kpmg/content/dam/kpmg/tr/pdf/2020/04/covid19-calisma-hayatindaki-yeni- uygulamalar.pdf (Erişim tarihi : 5 Ocak 2022)
  • Kreps, D. (1990). Corporate culture and economic theory, in: Alt, J. E., and Shepsle, K. A. (eds.), Perspectives on Positive Political Economy (pp.93–104), Cambridge, UK: Cambridge University Press.
  • Lebopo, C.M.; Seymour, L.F. ve Knoesen, H. (2020). “Explaining factors affecting telework adoption in South African organisations pre-COVID-19”. In Proceedings of the South African Institute of Computer Scientists and Information Technologists, Cape Town, Africa, 14–16 Eylül, 94–101.
  • Li, K., Liu, X., Mai, F. ve Zhang, T. (2021). “The role of corporate culture in bad times: Evidence from the COVID-19 pandemic”, Journal of Financial and Quantitative Analysis, 56(7), 2545-2583.
  • Machmud, M., Musa, A. E. Z., Masmuh, A., Nasirin, C., & Salahudin, S. (2020). “Government Response and Communication in Covid-19 Crisis Management in Indonesia”, International Journal of Innovation, Creativity and Change, 14(2), 377-396.
  • Makin, A. J. ve Layton, A. (2021). “The global fiscal response to COVID-19: Risks and repercussions”, Economic Analysis and Policy, 69, 340-349.
  • Marzban, S., Durakovic, I., Candido, C. ve Mackey, M. (2021). “Learning to work from home: experience of Australian workers and organizational representatives during the first Covid-19 lockdowns”, Journal of Corporate Real Estate.
  • Mihailović, A., Cerović Smolović, J., Radević, I., Rašović, N. ve Martinović, N. (2021). “COVID-19 and Beyond: Employee Perceptions of the Efficiency of Teleworking and Its Cybersecurity Implications”, Sustainability, 13(12), 6750.
  • Mollenkopf, D. A., Ozanne, L. K. ve Stolze, H. J. (2020). “A transformative supply chain response to COVID-19”, Journal of Service Management.
  • Monaco, Alessandro, vd. (2021). "Digital health tools for managing noncommunicable diseases during and after the COVID-19 pandemic: perspectives of patients and caregivers", Journal of Medical Internet Research , 23.1.
  • Moon, M. J. (2020). “Fighting COVID‐19 with agility, transparency, and participation: Wicked policy problems and new governance challenges”. Public administration review, 80(4), 651-656.
  • Mucuk, İ. (2016). Temel işletme bilgileri. Türkmen Kitabevi. Nagel, L. (2020), “The influence of the COVID-19 pandemic on the digital transformation of work”, International Journal of Sociology and Social Policy, 40, 861–875.
  • Nasri, M.A.; Alamsyah, M.N.; Ramadhan, D.; Fathurrahman, R. (2020), “Telework During Pandemic: Comparing Readiness between Local and Central Government Employees”, In Proceedings of the IAPA Annual Conference, Bali, Indonesia, 11–12 Ksım, 677–701.
  • Novianti, K. R. ve Roz, K. (2020). “Teleworking and Workload Balance on Job Satisfaction: Indonesian Public Sector Workers During Covid-19 Pandemic”, APMBA (Asia Pacific Management and Business Application), 9(1), 1-10.
  • Opatha, H. H. (2020). “The Coronavirus and The Employees: A Study from the Point of Human Resource Management”, Sri Lankan Journal of Human Resource Management , 10(1), 37-49.
  • Pinzaru, F., Zbuchea, A. ve Anghel, L. (2020). “The Impact of the COVID-19 Pandemic on Business”, A preliminary overview. Strategica. Preparing for Tomorrow, Today, 721-730.
  • Polkinghorne, D. E. (1989). Phenomenological research methods. In Existential-phenomenological perspectives in psychology (pp. 41-60). Springer, Boston, MA.
  • Polkinhome Janadari, M. P. N. (2020). “A Review on the Impact of COVID-19 Pandemic on Human Resource Management of Organizations”, Journal of Management and Tourism Research, 53.
  • Prasad, D. K., Rao, M., Vaidya, D. R. ve Muralidhar, B. (2020). “Organizational Climate, Opportunities, Challenges and Psychological Wellbeing of the Remote Working Employees during COVID-19 Pandemic: A General Linear Model Approach with Reference to Information Technology Industry in Hyderabad”, International Journal of Advanced Research in Engineering and Technology, 11(4).
  • Raghavan, A., Demircioglu, M. A. Ve Orazgaliyev, S. (2021). “COVID-19 and the New Normal of Organizations and Employees: An Overview”, Sustainability, 13(21), 11942.
  • Rana, N. P., Dwivedi, Y. K. ve Hughes, D. L.(2021). “Analysis of challenges for blockchain adoption within the Indian public sector: An interpretive structural modelling approach”, Information Technology & People.
  • Rocha, C. T. M. D. Ve Amador, F. S. (2018). “Telework: conceptualization and issues for analysis”. Cadernos EBAPE. BR, 16, 152-162
  • Tremblay, D.G. (2002). “Balancing work and family with telework? Organizational issues and challenges for women and managers”, Women Manag. Rev, 17, 157–170.
  • Seetharaman, P. (2020), “Business models shifts: Impact of Covid-19”. International Journal of Information Management, 54, 102173.
  • Serinikli, N. (2021). “Covid 19 Salgın Sürecinde Örgütsel Değişim: Uzaktan/Evden Çalışma Modeli”, Fırat Üniversitesi Sosyal Bilimler Dergisi, 31(1), 277-288.
  • Smith, D. Ve Elliott, D. (2007). “Exploring the barriers to learning from crisis: Organizational learning and crisis. Management Learning”, 38(5), 519-538.
  • Smith, J. A. ve Shinebourne, P. (2012). “Interpretative phenomenological analysis”, American Psychological Association.
  • Stoker, J. I., Garretsen, H. ve Lammers, J. (2021). “Leading and Working From Home in Times of COVID-19: On the Perceived Changes in Leadership Behaviors”, Journal of Leadership & Organizational Studies.
  • Teng-Calleja, M., Caringal-Go, J. F., Manaois, J. O., Isidro, M., Queenie, Y., & Zantua, R. M. S. (2020). “Examining organizational response and employee coping behaviors amid the COVID-19 pandemic”, J. Behav. Sci. 15, 34–50.
  • Wang, J. (2008). “Developing organizational learning capacity in crisis management”, Advances in developing human resources, 10(3), 425-445.
  • Williamson, S.; Colley, L.; Hanna-Osborne, S. (2020) .”Will working from home become the ‘new normal’ in the public sector?” Australian Journal of Public Administration, 79(4), 601-607.
  • Working anytime, Anywhere: The effects on the World of Work. online: https://www.ilo.org/wcmsp5/groups/public/---dgreports/---dcomm/---publ/documents/publication/wcms_544138.pdf. (Erişim tarihi : 20 Ocak 2022)
  • World Health Organization. (2021a). WHO Coronavirus Disease (COVID-19) Dashboard. https://COVID19.who.int/ ( Erişim tarihi : 30.11.2021)
  • Yıldırım, A. ve Şimşek, H. (2013). Sosyal bilimlerde nitel araştırma yöntemleri. (9. bs.). Seçkin Yayınevi.
  • Yildiz, M., Babaoğlu, C. ve Demircioğlu, M. A. (2016). “E-government education in Turkish public administration graduate programs: Past, present, and future”, Journal of Public Affairs Education, 22(2), 287-302.
  • Zeegen, E. N., Yates, A. J. Ve Jevsevar, D. S. (2020). “After the COVID-19 pandemic: returning to normalcy or returning to a new normal?”, The Journal of arthroplasty, 35(7), S37-S41.
Toplam 62 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular Finans
Bölüm Makaleler
Yazarlar

Damla Köroğlu 0000-0001-9749-3152

Fatih Semerciöz 0000-0002-6406-8915

Erken Görünüm Tarihi 15 Eylül 2022
Yayımlanma Tarihi 25 Eylül 2022
Kabul Tarihi 12 Mayıs 2022
Yayımlandığı Sayı Yıl 2022 Sayı: 52

Kaynak Göster

APA Köroğlu, D., & Semerciöz, F. (2022). COVID – 19 PANDEMİ SÜRECİNDE YÖNETİM FONKSİYONLARININ VE ÖRGÜT YAPILARININ DEĞİŞİMİ. Pamukkale Üniversitesi Sosyal Bilimler Enstitüsü Dergisi(52), 129-146. https://doi.org/10.30794/pausbed.1089662
AMA Köroğlu D, Semerciöz F. COVID – 19 PANDEMİ SÜRECİNDE YÖNETİM FONKSİYONLARININ VE ÖRGÜT YAPILARININ DEĞİŞİMİ. PAUSBED. Eylül 2022;(52):129-146. doi:10.30794/pausbed.1089662
Chicago Köroğlu, Damla, ve Fatih Semerciöz. “COVID – 19 PANDEMİ SÜRECİNDE YÖNETİM FONKSİYONLARININ VE ÖRGÜT YAPILARININ DEĞİŞİMİ”. Pamukkale Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, sy. 52 (Eylül 2022): 129-46. https://doi.org/10.30794/pausbed.1089662.
EndNote Köroğlu D, Semerciöz F (01 Eylül 2022) COVID – 19 PANDEMİ SÜRECİNDE YÖNETİM FONKSİYONLARININ VE ÖRGÜT YAPILARININ DEĞİŞİMİ. Pamukkale Üniversitesi Sosyal Bilimler Enstitüsü Dergisi 52 129–146.
IEEE D. Köroğlu ve F. Semerciöz, “COVID – 19 PANDEMİ SÜRECİNDE YÖNETİM FONKSİYONLARININ VE ÖRGÜT YAPILARININ DEĞİŞİMİ”, PAUSBED, sy. 52, ss. 129–146, Eylül 2022, doi: 10.30794/pausbed.1089662.
ISNAD Köroğlu, Damla - Semerciöz, Fatih. “COVID – 19 PANDEMİ SÜRECİNDE YÖNETİM FONKSİYONLARININ VE ÖRGÜT YAPILARININ DEĞİŞİMİ”. Pamukkale Üniversitesi Sosyal Bilimler Enstitüsü Dergisi 52 (Eylül 2022), 129-146. https://doi.org/10.30794/pausbed.1089662.
JAMA Köroğlu D, Semerciöz F. COVID – 19 PANDEMİ SÜRECİNDE YÖNETİM FONKSİYONLARININ VE ÖRGÜT YAPILARININ DEĞİŞİMİ. PAUSBED. 2022;:129–146.
MLA Köroğlu, Damla ve Fatih Semerciöz. “COVID – 19 PANDEMİ SÜRECİNDE YÖNETİM FONKSİYONLARININ VE ÖRGÜT YAPILARININ DEĞİŞİMİ”. Pamukkale Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, sy. 52, 2022, ss. 129-46, doi:10.30794/pausbed.1089662.
Vancouver Köroğlu D, Semerciöz F. COVID – 19 PANDEMİ SÜRECİNDE YÖNETİM FONKSİYONLARININ VE ÖRGÜT YAPILARININ DEĞİŞİMİ. PAUSBED. 2022(52):129-46.
 Kapak Resmi İndir