Thematische Bibliographien / Industrial management / Zeitschriftenartikel
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Zeitschriftenartikel zum Thema „Industrial management“

Autor: Grafiati
Veröffentlicht am 4. Juni 2021
Zuletzt aktualisiert am 31. Juli 2024

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1

Gummer, Burton. „Post-Industrial Management:“. Administration in Social Work 12, Nr. 3 (19.12.1988): 117–32. http://dx.doi.org/10.1300/j147v12n03_09.

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2

Dave, J. M. „Industrial Risk Management“. Toxicology and Industrial Health 7, Nr. 5-6 (September 1991): 393–400. http://dx.doi.org/10.1177/074823379100700542.

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3

LaPlaca, Peter J. „Industrial Marketing Management“. Industrial Marketing Management 36, Nr. 7 (Oktober 2007): 843. http://dx.doi.org/10.1016/j.indmarman.2007.06.002.

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4

LaPlaca, Peter J. „Industrial Marketing Management“,. Industrial Marketing Management 36, Nr. 8 (November 2007): 1019–21. http://dx.doi.org/10.1016/j.indmarman.2007.08.001.

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5

LaPlaca, Peter J. „Industrial marketing management“. Industrial Marketing Management 37, Nr. 1 (Januar 2008): 1–2. http://dx.doi.org/10.1016/j.indmarman.2007.09.004.

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6

LaPlaca, Peter J. „Industrial Marketing Management“. Industrial Marketing Management 37, Nr. 2 (April 2008): 117–19. http://dx.doi.org/10.1016/j.indmarman.2008.01.004.

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7

LaPlaca, Peter J. „Industrial marketing management“. Industrial Marketing Management 37, Nr. 3 (Mai 2008): 245–46. http://dx.doi.org/10.1016/j.indmarman.2008.03.001.

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8

Osaki, Hirokazu. „Intelligential industrial management“. Computers & Industrial Engineering 27, Nr. 1-4 (September 1994): 331–34. http://dx.doi.org/10.1016/0360-8352(94)90302-6.

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9

Fawcett, HowardH. „Industrial Hygiene Management“. Journal of Hazardous Materials 31, Nr. 1 (Juni 1992): 106–7. http://dx.doi.org/10.1016/0304-3894(92)87062-k.

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10

Poonam, Poonam. „Industrial Management: A Strategic Threat for Companies“. International Journal of Trend in Scientific Research and Development Volume-2, Issue-3 (30.04.2018): 2481–86. http://dx.doi.org/10.31142/ijtsrd12728.

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11

Haldikar, Aishwarya. „IOT Based Industrial Management“. International Journal for Research in Applied Science and Engineering Technology V, Nr. XI (23.11.2017): 2945–47. http://dx.doi.org/10.22214/ijraset.2017.11406.

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12

Rakhisheva,, A. B., A. Ch Shaimagambetova,, E. I. Ostapenko, und Zh B. Abylkasova. „MANAGEMENT OF INDUSTRIAL ENTERPRISES“. NATIONAL ACADEMY OF SCIENCES OF THE REPUBLIC OF KAZAKHSTAN 3, Nr. 325 (15.06.2019): 161–65. http://dx.doi.org/10.32014/2019.2224-5294.107.

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13

Carter, Nancy M., und Henri Fayol. „General and Industrial Management“. Academy of Management Review 11, Nr. 2 (April 1986): 454. http://dx.doi.org/10.2307/258475.

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14

Prajapati, Tejas. „Chemical industrial disaster Management“. Fire Engineer 43, Nr. 1and2 (2018): 39. http://dx.doi.org/10.5958/0974-4495.2018.00004.1.

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15

Brown, N. „Industrial-strength management strategies“. IEEE Software 13, Nr. 4 (Juli 1996): 94–103. http://dx.doi.org/10.1109/52.526836.

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16

Lampret, Marko, Venceslav Bukovec, Andrej Paternost, Srecko Krizman, Vito Lojk und Iztok Golobic. „Industrial energy-flow management“. Applied Energy 84, Nr. 7-8 (Juli 2007): 781–94. http://dx.doi.org/10.1016/j.apenergy.2007.01.009.

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17

Tapiero, Charles. „Complexity and Industrial Management“. OR Insight 7, Nr. 4 (Oktober 1994): 12–19. http://dx.doi.org/10.1057/ori.1994.19.

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18

Korzh, Maryna, und Sviatoslav Zhukov. „Psychological aspects of change management in the industrial marketing“. Journal of Law and Psychology 4, Nr. 1 (30.11.2013): 28–36. http://dx.doi.org/10.7813/jlp.2013/4-1/4.

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19

Mohylova, A. „Capitalization of the industrial enterprise: specifics of modern management“. Economics, Entrepreneuship, Management 2, Nr. 2 (2015): 45–50. http://dx.doi.org/10.23939/eem2015.02.045.

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20

Averineni, Anuradha. „Impact of Workers Participation in Management on Industrial Relations“. International Journal of Scientific Research 1, Nr. 2 (01.06.2012): 92–93. http://dx.doi.org/10.15373/22778179/jul2012/30.

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21

Smirnova, I., und K. Rudyka. „Improving the Personnel Management System of an Industrial Enterprise“. Economic Herald of the Donbas, Nr. 4 (58) (2019): 179–85. http://dx.doi.org/10.12958/1817-3772-2019-4(58)-179-185.

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22

M., Balasubramanian. „Bonfring International Journal of Industrial Engineering and Management Science“. Bonfring International Journal of Industrial Engineering and Management Science 3, Nr. 4 (30.12.2013): 118–27. http://dx.doi.org/10.9756/bijiems.8398.

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23

Rayevnyeva, Olena, Olha Brovko, Stanislav Filip, Iryna Aksonova und Viktoriia Derykhovska. „Management and modelling of the industrial enterprise’s crisis situations“. Problems and Perspectives in Management 18, Nr. 1 (06.03.2020): 192–205. http://dx.doi.org/10.21511/ppm.18(1).2020.17.

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In conditions of national economy’s unstable development, the primary task of the enterprise internal management is to timely assess and predict the effects of external fluctuations on the state of the enterprise and to develop effective management decisions. The article aims to develop the methodological approach, which, based on a set of models for recognizing an artificial crisis or localizing a natural crisis, allows the crisis management of an enterprise considering its resource capabilities and stage of the life cycle as the interaction of system-forming spheres of life, namely production, financial, and labor. The practical value of the approach consists in developing a system of econometric and cognitive modeling models that allows developing a set of managerial decisions that are adaptive to external and internal fluctuations for localizing a natural crisis or recognizing an artificial crisis. The methodological approach was implemented at Ukrainian industrial enterprises. As the results of the study, several different scenarios of solutions for crisis management of the enterprise were obtained.
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24

Downie, Steven, Jorge Vaz und Eleni Anastasaki. „EVALUATION OF OVERTOPPING MODEL PERFORMANCE USING NOVEL EXPERIMENTAL DATA FROM INDUSTRIAL DESIGN PROJECTS“. Coastal Engineering Proceedings, Nr. 37 (01.09.2023): 141. http://dx.doi.org/10.9753/icce.v37.management.141.

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A critical requirement in successfully planning to mitigate wave overtopping is the ability to predict the frequency at which coastal defences will be overtopped. Many empirical formulae have been developed to predict wave overtopping rates for specific structural typologies and hydrodynamic conditions. More recently, Machine Learning methods have been deployed in an effort to make models that generalize across a wide range of structures and environments. A critical enabling factor has been the compilation of systematically parameterized physical model data, culminating in the EurOtop extended database. Practitioners now have the luxury of choosing between multiple, high-quality models. In addition, given the rapid advancement in usability of modern Machine Learning frameworks, training their own bespoke models is an increasingly realistic option. What is now needed is more information, showing how these models perform on unseen data, in a practical design context, in order to continue to refine guidance around their use.
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25

Rubin, Linda J. „Industrial Hygiene Programs Management, VII: Industrial Hygiene Program Documentation“. Applied Industrial Hygiene 3, Nr. 12 (Dezember 1988): F—18—F—19. http://dx.doi.org/10.1080/08828032.1988.10390330.

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26

Коростелкина, Ирина, und Елена Дедкова. „Risk management in industrial enterprises“. Управление финансовыми рисками 3 (2020): 210–24. http://dx.doi.org/10.36627/2221-7541-2020-3-3-210-224.

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27

Kotek, Lubos, Ales Nosek, Alois Fiala und Vojtech Bartos. „RISKS IN INDUSTRIAL MANAGEMENT SYSTEMS“. MM Science Journal 2016, Nr. 06 (14.12.2016): 1608–12. http://dx.doi.org/10.17973/mmsj.2016_12_2016195.

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28

Asha, J. „Analysis on Industrial Energy Management“. International Journal for Research in Applied Science and Engineering Technology 6, Nr. 3 (31.03.2018): 3382–89. http://dx.doi.org/10.22214/ijraset.2018.3716.

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29

Fincham, Robin, Keith Thurley und Stephen Wood. „Industrial Relations and Management Strategy“. British Journal of Sociology 36, Nr. 2 (Juni 1985): 298. http://dx.doi.org/10.2307/590818.

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30

Bruneo, Dario, Angelo Cucinotta, Antonino Longo Minnolo, Antonio Puliafito und Marco Scarpa. „Energy Management in Industrial Plants“. Computers 1, Nr. 1 (13.09.2012): 24–40. http://dx.doi.org/10.3390/computers1010024.

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31

Mărgineanu, C., und D. Lixăndroiu. „Optimization of industrial management processes“. IOP Conference Series: Materials Science and Engineering 1009 (16.01.2021): 012039. http://dx.doi.org/10.1088/1757-899x/1009/1/012039.

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32

Karpenko, Sergei. „Industrial energy management. Improvement opportunities“. Energy-Safety and Energy-Economy 5 (Oktober 2017): 24–29. http://dx.doi.org/10.18635/2071-2219-2017-5-24-29.

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33

Sharokhina, S. V. „Assessment of social industrial management“. Vestnik Universiteta, Nr. 5 (30.06.2022): 37–43. http://dx.doi.org/10.26425/1816-4277-2022-5-37-43.

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The article defines the criteria for the effectiveness of social management of an industrial enterprise. Some methodological approaches used in evaluating the effectiveness of social management are considered. The authors propose a methodology for determining the effectiveness of social management of an enterprise, which is based on the use of certain conditional calculated indicators and can be applied in the conditions of digitalization of the economy, and also involves implementation in several stages. The effectiveness of social management, according to the authors, must be assessed based on the results of the implementation of the social development plan developed for each enterprise. The authors recommend taking this approach to assessing the effectiveness of social management as one of the examples of the search for specific ways to create objective prerequisites and a methodological basis for studying a systematic approach to organizing work.
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34

Zahariev, Elenko. „Empirical Investigation of Industrial Management“. Journal of Economic Development, Environment and People 3, Nr. 2 (01.07.2014): 5. http://dx.doi.org/10.26458/jedep.v3i2.63.

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The paper is devoted to an aspect in the sphere of management – business priorities of industrial management in XXI century. In modern times the actuality of treated problems is mainly laid into the necessities of the real management practice in industrial organizations and the need theoretical and applied knowledge to be offered to that practice which would allow it methodologically right and methodically correct to implement the corresponding changes in management of a concrete organization. Objects of analyses and evaluations are some fragmented approbations of theses using the corresponding instruments. The characteristic features of the organizations’ profiles and the persons interviewed participated in the investigation are summarized. The determining approaches for Bulgarian organizations are considered too.On the basis of the critical analyses the fundamental tasks are drawn which are inherent to contemporary industrial managers. Attention is paid to key management functions for an effective managerial process. An analysis of managers reaching the best results in industrial management is presented as well as when they are reached. Outlined are also specific peculiarities of industrial management in theRepublicofBulgariaand parameters of the level of productiveness in conditions of business globalization and priority forms in marketing of the ready product / service in XXI century. The results of the launched idea for the necessity to create a new International management architecture (NIMA) are determined – structure and structure defining parameters. The results of the investigation of main business priorities in industrial management are commented as well as expected problems in the process of functioning of industrial organizations in XXI century. At the end the corresponding conclusions are made in respect to the techniques used in determining effectiveness of industrial management in Bulgarian organizations.
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35

Konovalov, M. V., I. V. Tsomaeva und A. A. Kiseleva. „DEVELOPMENT MANAGEMENT OF INDUSTRIAL ENTERPRISE“. Economics Profession Business, Nr. 4 (10.12.2021): 37–42. http://dx.doi.org/10.14258/epb202153.

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During strategy development and implementation industrial enterprises face conceptual difficulties, that are similar for enterprises of the military-industrial complex due to their institutional, industry and integration characteristics. The article proposes a methodological approach to the strategic management process organization with an emphasis on the implementation stage of strategic development. Also, modern operating concepts, mechanisms and tools for enterprise development management are considered. Current requirements are highly important. Documents regulating the development management business process must comply with the principles of a quality management system (QMS), and mechanisms for analyzing large amounts of information should correspond to the procedure of mathematical modeling, neuroinformatics, hybrid expert systems, adapted at enterprises during previous empirical research. It is recommended to make employee reward system concern the level of implementation of company’s development projects.
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36

Terekhov, Ye V., V. A. Shapoval und Yu I. Litvinov. „Resource management of industrial regions“. Economic Bulletin of Dnipro University of Technology 74 (2021): 145–53. http://dx.doi.org/10.33271/ebdut/74.145.

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37

Benedetti, Miriam, und Vito Introna. „Industrial Energy Management and Sustainability“. Sustainability 13, Nr. 16 (06.08.2021): 8814. http://dx.doi.org/10.3390/su13168814.

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38

Kubińska-Jabcoń, Ewa. „Risk Management in Industrial Companies“. Logistics and Transport 40, Nr. 4 (2018): 43–50. http://dx.doi.org/10.26411/83-1734-2015-4-40-6-18.

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Nowadays, in the rapidly changing world, a company’s business operations require efficiency and decisiveness. However, every form of operations is connected with certain risk, a phenomenon that is common in everyone’s everyday life, as well as in every business activity. That is why it is so important to apply appropriate management methods to calculate potential profits and losses. The article presents an overview of risk management methods for the needs of large industrial companies. The overview was based on the example of a steel mill.
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39

Karacharovskii, V. „Innovation Management in Industrial Production“. Problems of Economic Transition 53, Nr. 11 (01.03.2011): 23–38. http://dx.doi.org/10.2753/pet1061-1991531103.

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40

Wesman, Elizabeth C., Keith Thurley und Stephen Woods. „Industrial Relations and Management Strategy.“ Administrative Science Quarterly 30, Nr. 2 (Juni 1985): 297. http://dx.doi.org/10.2307/2393115.

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41

Lewis, Colin. „Information management: the industrial need“. Aslib Proceedings 37, Nr. 3 (März 1985): 137–45. http://dx.doi.org/10.1108/eb050958.

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42

Cherep, Aleksandr, und Yuliya Glushenko. „Business management agrarian-industrial enterprises“. Visnik Zaporiz'kogo nacional'nogo universitetu. Ekonomicni nauki 4, Nr. 40 (2018): 41–46. http://dx.doi.org/10.26661/2414-0287-2018-4-40-06.

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43

Perfetto, Maria Concetta, und Angelo Presenza. „Conceptualising industrial heritage tourism management“. International Journal of Tourism Policy 7, Nr. 2 (2017): 110. http://dx.doi.org/10.1504/ijtp.2017.085304.

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44

Presenza, Angelo, und Maria Concetta Perfetto. „Conceptualising industrial heritage tourism management“. International Journal of Tourism Policy 7, Nr. 2 (2017): 110. http://dx.doi.org/10.1504/ijtp.2017.10006031.

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45

Lipp, Spencer W., und Regina M. Montalbano. „Industrial Energy Management Success Stories“. Energy Engineering 114, Nr. 6 (September 2017): 42–56. http://dx.doi.org/10.1080/01998595.2017.11907872.

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46

Kinnie, Nicholas. „Patterns of Industrial Relations Management“. Employee Relations 8, Nr. 2 (Februar 1986): 17–21. http://dx.doi.org/10.1108/eb055070.

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47

Stryzhak, Olena, Olena Akhmedova, Olena Sushchenko und Mariia Pokolodna. „Industrial property management: sectorial aspect“. E3S Web of Conferences 168 (2020): 00038. http://dx.doi.org/10.1051/e3sconf/202016800038.

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The necessity to determine the theoretical foundations of the effective management system organization for the creation and implementation of high technologies into the economic activity of domestic enterprises has been substantiated in the paper. The study objective is to formulate the theoretical foundations for the organization of an effective industrial property management system in the economic sector. The comparative characteristics of the industrial property items by their names, the form of legal protection and the classification features defined by the current legislation of Ukraine has been provided. The use of Structured Analysis and Design Technique (SADT) has been proposed in the paper to ensure the organization of the industrial property management process. As a practical implementation of the mechanism of organizational support for the process of industrial property management in the economic sector, the authors of the article have developed a business model for the organization of industrial property management in the economic sector with an in-depth structuring of business processes. The systematization of the industrial property management functions within the developed business model will help to identify the ways to improve the process of creation and sale of industrial property items in the mining industry.
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48

El‐Gohary, F., S. Abu El‐Ela, F. Nasr, H. El‐Kamah und R. Abdel Wahaab. „Industrial wastewater management: case study“. International Journal of Environmental Studies 56, Nr. 1 (31.12.1998): 29–39. http://dx.doi.org/10.1080/00207239808711193.

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49

Rieve, Julia A. „Industrial health case management outcomes“. Case Manager 10, Nr. 4 (Juli 1999): 32. http://dx.doi.org/10.1016/s1061-9259(99)80127-1.

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50

Sujarwo, Sujarwo, und Yetti Supriyati. „THE MANAGEMENT OF INDUSTRIAL INTERNSHIP“. IJHCM (International Journal of Human Capital Management) 1, Nr. 01 (30.07.2017): 183–91. http://dx.doi.org/10.21009/ijhcm.01.01.14.

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The research objective was to determine of Industrial Internship consisting of planning, organizing, actuating, controling and monitoring.This is a qualitative research by employing a case study method which was conducted at public vocational senior high school (SMK Negeri 5) Makassar from April 2013 to September 2016. Interviews, document review, and direct observation were taken for data collection while the validity of the data was measured by using triangulation of source and technique. For data analysis, the stages of reduction, data display, and conclusion were used. The results show that 1) Planning of Industrial Internship has not been implemented optimally; such as curriculum validation and mapping the business and industrial were not well-conducted by the school; 2) Organizing aspects of industrial internship were less than optimal implemented, such as arranging of Industrial Internship committee was not equipped clearly with the structuring of tasks, job descriptions and distribution of authority. In addition, appointment of school instructur is simply to accommodate the interests of educators with the principle of equity not competency; 3) In actuating aspect, learning by doing and learning by experience were not optimal since the location of industrial internship did not meet the school’s need; 4) Controlling and monitoring Industrial Internship were not optimal as well since the teachers as instructors did not control the students’ activities continously. To sum up, the industrial internship conducted in vocational high school must obtain serious attention by the school, industry and government as to improve the students’ knowledge and skills. Additionally, the school, industry and government are required to collaborate and synergize optimally for the sake of students’ improvement.
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