Thematische Bibliographien / Management strategies

Auswahl der wissenschaftlichen Literatur zum Thema „Management strategies“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 19. Oktober 2024

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Zeitschriftenartikel zum Thema "Management strategies"

Krebs, Hans-B. „Management Strategies“. Clinical Obstetrics and Gynecology 32, Nr. 1 (März 1989): 200–213. http://dx.doi.org/10.1097/00003081-198903000-00024.

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Chitra, P. „Management strategies“. British Dental Journal 234, Nr. 10 (26.05.2023): 712–13. http://dx.doi.org/10.1038/s41415-023-5924-4.

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Kaiser, Ralf, Heiko Knaack, Marco Miani und Hanz Dieter Niemeyer. „EXAMINATION OF CLIMATE CHANGE ADAPTATION STRATEGIES“. Coastal Engineering Proceedings 1, Nr. 32 (29.01.2011): 2. http://dx.doi.org/10.9753/icce.v32.management.2.

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Climate change adaptation strategies for coastal protection are examined with the help of mathematical models in the Ems/Dollart Estuary in consideration of different climate scenarios. The Ems Dollart Estuary is located at the Dutch German border in the southern North Sea, a coastal area which has suffered from enormous land losses due to medieval storm surges. Since then the medieval retreat was partly reduced by successive land reclamation following the development of salt marshes.

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P, Ganesh, und M. Manoj Kumar. „A Study on Talent Management Strategies“. International Journal of Research Publication and Reviews 5, Nr. 3 (21.03.2024): 6048–55. http://dx.doi.org/10.55248/gengpi.5.0324.0849.

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Vlček, Radim. „Complementary Strategies in Management of Innovations“. Acta Oeconomica Pragensia 16, Nr. 3 (01.06.2008): 80–91. http://dx.doi.org/10.18267/j.aop.109.

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Manisha gaur, Manisha gaur. „Cost and Strategic Management - Application, Framework and Strategies for the Growth of Sme Sector“. Indian Journal of Applied Research 1, Nr. 9 (01.10.2011): 154–56. http://dx.doi.org/10.15373/2249555x/jun2012/55.

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Smith, John F., und Jeffrey S. Stevenson. „Management strategies: reproduction“. Kansas Agricultural Experiment Station Research Reports, Nr. 2 (01.01.1995): 5–7. http://dx.doi.org/10.4148/2378-5977.3270.

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Pal, Bishal. „Portfolio Management Strategies“. International Journal for Research in Applied Science and Engineering Technology 10, Nr. 6 (30.06.2022): 4369–81. http://dx.doi.org/10.22214/ijraset.2022.44929.

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Packard, Thomas, Rino Patti, Donna Daly, Jennifer Tucker-Tatlow und Carrie Farrell. „Cutback Management Strategies“. Administration in Social Work 32, Nr. 1 (21.12.2007): 55–75. http://dx.doi.org/10.1300/j147v32n01_05.

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Koster, Maria C., und Helen Politis-Norton. „Crisis Management Strategies“. Drug Safety 27, Nr. 8 (2004): 603–8. http://dx.doi.org/10.2165/00002018-200427080-00011.

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Dissertationen zum Thema "Management strategies"

Elfman, Charlotte, und Elin Olofsson. „Strategic Human Resource Management : en strategi för att uppnå framgångsrika organisationer?“ Thesis, Högskolan Väst, Avd för företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-9626.

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Bakgrund: I dagens samhälle präglas organisationer av ekonomiska förändringar, detta genom globalisering, förändrade kundförhållanden och en ökad konkurrens. Organisationer behöver hela tiden förbättra sin konkurrenskraft genom att effektivisera sin verksamhet. Idag ses medarbetarna som organisationers viktigaste tillgång eftersom att de förser organisationer med viktiga källor för att bli konkurrenskraftiga. Strategic Human Resource Management (SHRM) är ett arbetssätt som handlar om att utforma HR-strategier som gör att medarbetarnas kunskap och kompetens bidrar till att nå organisationens övergripande mål. Syfte: Syftet med studien har varit att undersöka hur organisationen använder ett strategiskt HR-arbete (SHRM) och om det är ett framgångsrikt arbetssätt. Vår studie har bidragit till en ökad förståelse om begreppet SHRM och hur det kan användas samt hur SHRM kan påverka organisationen. Metod: Insamlingen av vårt empiriska material bygger på en kvalitativ metod där vi genomfört djupgående intervjuer med HR-chefer som arbetar i en organisation som är verksam inom fordonsindustrin. Slutsats: Vi har kommit fram till att organisationen använder SHRM som arbetssätt. Vi kan dock inte dra några konkreta slutsatser om hur SHRM påverkar or-ganisationen men det finns tydliga indikationer på att SHRM har en positiv inverkan och bidrar till en ökad produktivitet och effektivitet. Vi har även kommit fram till att det är viktigt att organisationen utövar ett ledarskap som främjar SHRM.
Background: In today's society organizations are characterized by economic changes, this by globalization, changing customer circumstances and increased competition. Organizations need to constantly improve their competitiveness by streamlining its operations. Today, employees are seen as the organizations most important asset, this because they provide organizations with important sources to become competitive. Strategic Human Resource Management (SHRM) is an approach that is about to build HR-strategies that make employees knowledge and skills to contribute the organizations to achieve the overall goals. Purpose: The aim of this study was to examine how the organization is using a strategic HR-work (SHRM) and if it is a successful strategy. Our study has contributed to a better understanding of the concept of SHRM and how it can be used and how SHRM can affect the organization. Method: The collection of our empirical material is based on a qualitative approach where we conducted in-depth interviews with HR-managers working in an organization that is active in the automotive industry. Conclusion: We have concluded that our survey shows that the organization uses the SHRM as working strategy. However, we can not draw any concrete conclusions in which way SHRM affect the organization, but there are clear indications that SHRM has a positive effect, contributing to increased productivity and efficiency. A further conclusion of our study is that it´s very important that the organization have a leadership that promotes SHRM.

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Antoniuk, N. A. „Entrepreneurship management strategies“. Master's thesis, Sumy State University, 2020. https://essuir.sumdu.edu.ua/handle/123456789/82460.

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The first part is devoted to the analysis of the features of the financial crisis of 2020 and its impact on the principles of entrepreneurship management strategies formation. The second part presents methodological of digitalization as a basic strategy for the development of entrepreneurship in modern conditions and details the questions like the main stages of digitalization of entrepreneurship in Ukraine and the practice of implementing a startup project using the trends of digitalization of entrepreneurship. Practical calculations for determining the expected profitability of startup project are also given. The third part identifies the main psychological aspects of formation of entrepreneurship strategies as aspects of self-identification in business and the importance of the emotional intelligence in business. The factual basis of the thesis consists of data from the Internet, periodicals, laws and regulations, as well as information on public data on stock returns.

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Shannon, Dr Cad W. „Effective Management Communication Strategies“. ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5779.

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Managing employee engagement is critical to the success of an organization, but 85% of managers struggle with engaging employees. The purpose of this single-case study was to explore effective communication strategies within an organization and determine how managers used these strategies to increase employee engagement, productivity, and organizational effectiveness. Data were collected from organizational documents, observations, and semistructured interviews with 6 managers of a corporation located in the midwestern United States. All participants were working full-time for at least 3 years, had a managerial title, and were responsible for departmental communication. Moustakas's modified van Kaam method was used for data analysis. Communication theory provided the conceptual framework for the study. Three themes that emerged from the participants' interviews, observations, and data analysis were coaching employees, motivation, and consistency in communication. The findings of this study may impact positive social change by improving the organizational competitive environment through engagement in the community and society. The implications for positive social change include the potential for managers with direct reports to improve their understanding of the causes of engagement and disengagement, internal communication strategies that cause disengagement, and the benefits of implementing engagement strategies. The results of this study may provide managers with knowledge about employee engagement strategies used to improve productivity and organizational effectiveness within the industry. Community relationships could also improve as a result of effective communication.

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Fagerholm, Sebastian, Patrik Lorentzson und Robin Moritz. „Strategic Human Resource Management : A study of EWES Stålfjäder AB's HR Strategies alignment to corporate strategies“. Thesis, Jönköping University, JIBS, Business Administration, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-12857.

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Background: It is important to develop and execute human resource practices that generate employee competencies and behaviours the company needs to achieve its strategic goals. SHRM is about how to align HR strategies with corporate strategies, and implemented in a correct way SHRM can be an efficient tool to use for enhancing organisational performance.

Purpose: The purpose of the thesis is to evaluate the alignment between EWES Stålfjäder AB´s corporate strategies and its HR strategies.

Method: To study this we believe it was accurate to use a qualitative method approach. The empirical study consists of semi-structured interviews as well as written documents.

Analysis: The structure of the analysis follows the theoretical framework. We have used the model developed by Dessler (2008, p. 95), “How to Align HR Strategy and Actions with Business Strategy”.

Conclusions: We found that EWES Stålfjäder AB need to clarify their corporate strategies throughout the whole organisation. This will help them to identify and implement HR strategies that are in line with them. Working in this manner, we believe it will help EWES to conceptualize and execute accurate changes the organisation needs to accomplish their corporate strategies. Furthermore, we found that most of EWES’ HR practices become more like add-ons than strategic activities that are aligned with their corporate strategies.

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Зубченко, О. Ю. „The strategies of management growth“. Thesis, Київський національний університет технологій та дизайну, 2018. https://er.knutd.edu.ua/handle/123456789/10664.

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Ikeanumba, C. F., und O. J. Adebiyi. „Risk management strategies for farmers“. Thesis, Sumy State University, 2014. http://essuir.sumdu.edu.ua/handle/123456789/36039.

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Agricultural producers face many sources of variability which can affect the cash flow, net returns, and economic progress of the farm firm. The risks which producers face and the risk management responses available to producers have been significantly affected by the 2008 Farm Bill. The Average Crop Revenue Election (ACRE) program appears to significantly risk management strategies and impact direct payments, marketing loans and loan deficiency payments. Less than fully equity in the farm business creates financial risk which may compound the effects of the business risks which all farmers face. Farmers typically combine production, marketing, and financial responses to risk and practice risk balancing. Past research has often failed to consider the sequential nature of the decision-making and knowledge which becomes available during the production process. For example, grain storage investments are often analyzed assuming storage will be used each year without considering the effect of alternative market situations. When you are citing the document, use the following link http://essuir.sumdu.edu.ua/handle/123456789/36039

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Blackwelder, Reid B. „Strategies in Chronic Pain Management“. Digital Commons @ East Tennessee State University, 2001. https://dc.etsu.edu/etsu-works/7000.

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Wilson, Dovie. „Small Business Crisis Management Strategies“. ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2706.

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The absence of adequate crisis management strategies in small firms could result in a premature small business closure. A qualitative multiple-case study was used to explore the crisis management strategies that 3 small business owners have used to survive an unexpected operational interruption. The small business owners in this study were from different industries in the southeast region of the United States and each owner owned a business for more than 5 years and had survived at least a single crisis. The theory of crisis management and crisis intervention theory were the conceptual frameworks for this study. Data collection occurred through semistructured face-to-face interviews with small business owners; observations; and a review of company documents comprised of business plans, insurance policies, floor plans, and emergency exit routes. Data were thematically analyzed and then triangulated to ensure trustworthiness of interpretations. The findings included 3 emergent themes: the importance of developing survival strategies; transparency, open communication, and relationship building; and creative thinking as a survival strategy. Recommendations for action include securing adequate insurance coverage, investing in a worker's compensation policy, and maintaining transparent and fluent communications with vendors and consumers. Small business owners who implement survival strategies may contribute to positive social change by continuing to create employment opportunities that improve economic conditions in local communities.

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Sundberg, Christoffer, Gustaf Sundberg und Miikka Lilja. „Growth Strategies in Declining Industries“. Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-26744.

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The phenomenon of declining industries has been sparsely researched and few scholars have investigated whether firms pursue, or should pursue, growth in industries that are in decline. This study aims to find out if and how firms pursue growth when they perceive the industries in which they operate as experiencing a decline. The study also aims to examine the key factors that influence firm strategy in declining industries. We interviewed managers in firms operating in two declining industries, the Swedish retail fuel industry and the Finnish printing industry. Our finding is that the studied firms operating in these two industries are aware of the declining state of their industries. However, all of them believe that their respective industries will transform instead of perish. Consequently, these firms pursue growth through various strategies to better position themselves within the changing conditions and declining state of their respective industries. Both internal and external factors influence firm strategy, and the factors were both industry and firm-specific. The firms studied tended to employ strategies based on their perception of their industries. In addition, the strategies were developed to both suit the current and the future industry environment. We label these strategies transformational strategies. We build on this new strategic option and construct a guiding framework that aims to facilitate firms’ strategic decision-making in declining industries.

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Atanga, Raphael Ane. „Flood risk management strategies and resilience:“. Doctoral thesis, Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2017. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-226786.

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This study investigates the aspects of resilience in the management strategies of the key stakeholders of flood risk management in the city of Accra, Ghana. The overall objective is to analyse the response capacity in the strategies of the key stakeholders in flood risk management for managing the unexpected course of flood disasters in addition to the expected features of flood risk. To achieve the set objective, the following research questions are addressed: Who are the key stakeholders of flood risk management in the city of Accra? How are these stakeholders dealing with the unexpected course of flood disasters in addition to the expected features of flood risk in their management strategies? How could the capacity of the strategies for responding to the unexpected course of flood disasters be advanced? The inductive case study design applies document analyses, semi-structured interviews as well as key stakeholder identification and validation methods. Scientific and policy documents about resilience and flood risk management were reviewed. The research participants were mainly directors and representatives of organisations in flood risk management of the study. Empirical findings include key stakeholders in flood risk management as well as aspects of resilience and anticipation in flood risk management strategies. The main finding on the key stakeholders of flood risk management are national, district, civil society, and private sector organisations as well as traditional authorities (local chiefs). Aspects of resilience in flood risk management strategies comprises omnivorousness, agile and timely flow of response resource, homoeostasis, flatness of the response structure and process, redundancy of the response resources and buffer capacity. Findings revealed resilience regarding diversity in sources of resource and responses for dealing with unexpected course of flood disasters. The aspects of anticipation are described as resistance to known risk, maintenance of boundary conditions of the management strategies and specialisation for dealing with specific flood risk within and among organisations. Regarding anticipation, results indicate that there are measures for resisting known flood risk but their implementation is ineffective. Based upon the findings, hypotheses are derived for advancement of resilience and anticipation in flood risk management strategies. Involvement of the local chiefs, Slum Union of Ghana, Local Development Associations of flood-prone communities and key private sector organisations in flood risk management strategies in the city of Accra would amend their response capacities in diversity of sources of response resources and allow for advanced resilience regarding their responses to the impacts of land-use changes and the waste disposal in watercourses. Recommendations refer to prospects to advance the response capacity of key stakeholders of flood risk management strategies by integrating traditional authorities and private organisations in flood risk management in the city of Accra
Diese Arbeit untersucht Aspekte von Resilienz in den Strategien von Schlüsselakteuren des Hochwasserrisikomanagements in der Stadt Accra (Ghana). Das übergeordnete Ziel besteht darin, das Reaktionsvermögen dieser Akteure in ihren Management-Strategien nicht nur hinsichtlich des erwarteten, sondern vor allem hinsichtlich des unerwarteten Verlaufs von Hochwasserkatastrophen zu untersuchen. Die folgenden drei Forschungsfragen werden untersucht: Wer sind die Schlüsselakteure des Hochwasserrisikomanagements in der Stadt Accra? Wie berücksichtigen diese Akteure in ihren Management-Strategien den unerwarteten Verlauf von Hochwasserkatastrophen zusätzlich zu dem erwarteten Verlauf? Wie könnte das Reaktionsvermögen bezüglich des Umgangs mit dem unerwarteten Verlauf von Hochwasserkatastrophen in diesen Strategien ausgeweitet werden? Im Rahmen des induktiven Fallstudiendesigns werden Dokumentenanalysen, halbstandardisierte Interviews und Gruppendiskussionen eingesetzt. Die daraus resultierenden empirischen Befunde beziehen sich neben der Identifikation der Schlüsselakteure des Hochwasserrisikomanagements auch auf die Aspekte von Resilienz und Antizipation in ihren Management-Strategien. Zu den Schlüsselakteuren zählen nationale und lokale Organisationen, aber auch solche aus der Zivilgesellschaft, dem privaten Sektor und traditionelle Autoritäten. Bei den Aspekten von Resilienz in den Hochwasserrisikomanagement-Strategien handelt es sich um ganzheitliche Herangehensweisen, regen und zeitnahen Einsatz von Ressourcen zur Ereignisbewältigung sowie Pufferkapazitäten. Die Ergebnisse zeigten Widerstandsfähigkeit in Bezug auf die Vielfalt in den Quellen von Ressourcen und Antworten auf den unerwarteten Verlauf von Hochwasserkatastrophen. Die Ergebnisse hinsichtlich der Antizipation von Hochwasserrisikomanagement-Strategien umfassen den Widerstand gegen das bekannte Risiko, die Aufrechterhaltung von Rahmenbedingungen der Management-Strategien und die Spezialisierung auf bestimmte Hochwasserrisiken. Auf den Erkenntnissen über die Aspekte von Resilienz und Antizipation in den Hochwasserrisikomanagement-Strategien aufbauend werden Hypothesen abgeleitet. In den Handlungsempfehlungen werden die Chancen einer Integration traditioneller Autoritäten und anderer Interessensgruppen in das Hochwasserrisikomanagement der Stadt Accra aufgezeigt, wodurch eine Weiterentwicklung der Resilienz in den Hochwasserrisikomanagement-Strategien für die Zukunft erreicht werden kann

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Bücher zum Thema "Management strategies"

Eilon, Samuel. Management Strategies. Boston, MA: Springer US, 1999. http://dx.doi.org/10.1007/978-1-4615-4585-9.

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Haboian, Kevin A. Freeway management strategies. New York (1 Penn Plaza, New York 10119): Parsons Brinckerhoff, 1993.

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Samra, J. S. Drought management strategies. New Delhi: Indian Council of Agricultural Research, 2002.

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Robotti, Stefano. Network management strategies. Holtsville, N.Y., U.S.A: Computer Technology Research Corp., 1990.

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Murlis, Helen. Reward management strategies. Paris: OECD, 1992.

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Joint Commission on Accreditation of Healthcare Organizations., Hrsg. Risk management strategies. Oakbrook Terrace, IL: Joint Commission on Accrediation of Healthcare Organizations, 1991.

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Huber, Margit, und Martina Pallas, Hrsg. Customising Stakeholder Management Strategies. Berlin, Heidelberg: Springer Berlin Heidelberg, 2006. http://dx.doi.org/10.1007/3-540-31319-2.

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Heinrichs, E. A., und T. A. Miller, Hrsg. Rice Insects: Management Strategies. New York, NY: Springer New York, 1991. http://dx.doi.org/10.1007/978-1-4612-3124-0.

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Kunert, Sebastian, Hrsg. Strategies in Failure Management. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-72757-8.

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(India), National Rainfed Area Authority. Drought management strategies 2009. New Delhi: National Rainfed Area authority, 2009.

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Buchteile zum Thema "Management strategies"

Eilon, Samuel. „Time Management“. In Management Strategies, 243–48. Boston, MA: Springer US, 1999. http://dx.doi.org/10.1007/978-1-4615-4585-9_21.

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Stroud, Dick. „Management Issues“. In Internet Strategies, 264–77. London: Palgrave Macmillan UK, 1998. http://dx.doi.org/10.1057/9780333981474_10.

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Calam, John. „Management strategies“. In Clinicians’ Guide to Helicobacter pylori, 151–64. Boston, MA: Springer US, 1996. http://dx.doi.org/10.1007/978-1-4899-3350-8_6.

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Jeynes, Jacqueline. „Management Strategies“. In Risk Management, 82–95. 2. Aufl. New York: CRC Press, 2023. http://dx.doi.org/10.1201/9781003405641-10.

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Russell, Richard, Paul Ford, Peter J. Barnes und Sarah Russell. „Management Strategies“. In Managing COPD, 43–57. Tarporley: Springer Healthcare Ltd., 2013. http://dx.doi.org/10.1007/978-1-907673-52-8_4.

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Russell, Richard, Paul Ford und Peter Barnes. „Management Strategies“. In Managing COPD, 43–56. Heidelberg: Springer Healthcare UK, 2011. http://dx.doi.org/10.1007/978-1-908517-61-6_4.

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Butter, N. S., und A. K. Dhawan. „Management Strategies“. In A Monograph on Whiteflies, 145–59. Boca Raton: CRC Press, 2021. http://dx.doi.org/10.1201/9781003095668-14.

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Johnsen, Susan K., Gail R. Ryser und Susan G. Assouline. „Management Strategies“. In A Teacher's Guide to Using the Common Core State Standards With Mathematically Gifted and Advanced Learners, 92–114. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003232636-5.

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Adams, Cheryll M., Alicia Cotabish und Debbie Dailey. „Management Strategies“. In A Teacher's Guide to Using the Next Generation Science Standards With Gifted and Advanced Learners, 119–28. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003238522-6.

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Singh, Karuna, und Ankita Kumari. „Management Strategies“. In Mycotoxins and Mycotoxicoses, 155–63. Singapore: Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-19-2370-8_9.

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Konferenzberichte zum Thema "Management strategies"

Henderson, Sarah. „Personal document management strategies“. In the 10th International Conference NZ Chapter of the ACM's Special Interest Group. New York, New York, USA: ACM Press, 2009. http://dx.doi.org/10.1145/1577782.1577795.

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Ramnath, Kelvin, und Shyam Dyal. „Implementing Waste Management Strategies“. In SPE/EPA/DOE Exploration and Production Environmental Conference. Society of Petroleum Engineers, 2001. http://dx.doi.org/10.2118/66533-ms.

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Shutty, John, und Ricardo Pinto. „Advanced Thermal Management Strategies“. In 22nd SAE Brasil International Congress and Display. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2013. http://dx.doi.org/10.4271/2013-36-0542.

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Brown, Winton E., und Allen M. Earman. „Determining Error Management Strategies“. In 1988 Los Angeles Symposium--O-E/LASE '88, herausgegeben von Donald B. Carlin, Albert A. Jamberdino und Yoshito Tsunoda. SPIE, 1988. http://dx.doi.org/10.1117/12.944610.

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Simon, Etienne L., Johannes C. Coetzee, Keith R. J. Browne, Eben Wiid und Theodore Williams. „SALT integrated safety management system.“ In Observatory Operations: Strategies, Processes, and Systems VII, herausgegeben von Alison B. Peck, Chris R. Benn und Robert L. Seaman. SPIE, 2018. http://dx.doi.org/10.1117/12.2313471.

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„MANURE MANAGEMENT STRATEGIES AND TECHNOLOGIES“. In Animal Agriculture and the Environment, National Center for Manure & Animal Waste Management White Papers . St. Joseph, MI: American Society of Agricultural and Biological Engineers, 2006. http://dx.doi.org/10.13031/2013.20260.

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Malathong, Kritthanit, Jessada Konpang und Adisorn Sirikham. „Money Management for Trading Strategies“. In 2023 International Electrical Engineering Congress (iEECON). IEEE, 2023. http://dx.doi.org/10.1109/ieecon56657.2023.10126531.

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Ishkina, E. G. „Variants of Recycling Management Strategies“. In Proceedings of the VIII Science and Technology Conference “Contemporary Issues of Geology, Geophysics and Geo-ecology of the North Caucasus” (CIGGG 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/ciggg-18.2019.27.

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Cedraschi, C., J. Desmeules und TL Vischer. „SP0065 Fibromyalgia: pain management strategies“. In Annual European Congress of Rheumatology, Annals of the rheumatic diseases ARD July 2001. BMJ Publishing Group Ltd and European League Against Rheumatism, 2001. http://dx.doi.org/10.1136/annrheumdis-2001.21.

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Zastupov, Andrey Vladimirovich. „INNOVATIVE ENTERPRISE PROJECT MANAGEMENT STRATEGIES“. In Russian science: actual researches and developments. Samara State University of Economics, 2020. http://dx.doi.org/10.46554/russian.science-2020.03-1-809/813.

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Annotation:

The article considers the investment activity of the enterprise on the example of JSC AVTOVAZ. An analysis of the company 's investment activities is presented. Measures related to improvement of efficiency of carrying out investment activity of the company are specified. Project management tools have been studied.

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Berichte der Organisationen zum Thema "Management strategies"

Coffman, James M. Army Installations: Mobilization and Management Strategies of Strategic Consequence. Fort Belvoir, VA: Defense Technical Information Center, März 2005. http://dx.doi.org/10.21236/ada432803.

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Tur-Viñes, V., und M. González-Río. Youtubers and Community Management strategies. Revista Latina de Comunicación Social, August 2019. http://dx.doi.org/10.4185/rlcs-2019-1384en.

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Fordham, Wayne. Grounds Management Cost Reduction Strategies. Fort Belvoir, VA: Defense Technical Information Center, Juni 1993. http://dx.doi.org/10.21236/ada268510.

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Owen, Michael D., James F. Lux und Damian D. Franzenburg. Weed Management Strategies in Soybeans. Ames: Iowa State University, Digital Repository, 2006. http://dx.doi.org/10.31274/farmprogressreports-180814-1285.

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Owen, Michael D., James F. Lux und Damian D. Franzenburg. Weed Management Strategies in Corn. Ames: Iowa State University, Digital Repository, 2001. http://dx.doi.org/10.31274/farmprogressreports-180814-1314.

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Owen, Michael D., James F. Lux und Damian D. Franzenburg. Weed Management Strategies in Soybean. Ames: Iowa State University, Digital Repository, 2002. http://dx.doi.org/10.31274/farmprogressreports-180814-2249.

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Owen, Michael D., James F. Lux und Damian D. Franzenburg. Weed Management Strategies in Corn. Ames: Iowa State University, Digital Repository, 2006. http://dx.doi.org/10.31274/farmprogressreports-180814-510.

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Owen, Michael D., James F. Lux und Damian D. Franzenburg. Weed Management Strategies in Soybean. Ames: Iowa State University, Digital Repository, 2007. http://dx.doi.org/10.31274/farmprogressreports-180814-701.

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Rohen, W. T. HIMACS file management software and strategies. Office of Scientific and Technical Information (OSTI), September 1994. http://dx.doi.org/10.2172/10104850.

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Qian, Yi. Brand Management and Strategies Against Counterfeits. Cambridge, MA: National Bureau of Economic Research, März 2012. http://dx.doi.org/10.3386/w17849.

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