Dissertationen: „Management“

1

Chaniadi, Frengky. „Innovative management of management innovation (IMMI)“. Thesis, University of Manchester, 2014. https://www.research.manchester.ac.uk/portal/en/theses/innovative-management-of-management-innovation-immi(378a8b7d-597e-496f-bd49-99a6d09e3542).html.

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The rapid convergence of collaborative technologies, democratisation of digital communication and consumerisation of Smart Grid infrastructure (i.e.: smart metering and distribution substation automation) have faltered the efficacy of centralised command-and-control and its insular sub-culture. For complex firms in today's creative economy, this infers that management innovation (MI)—“an induced managerial capacity to search for novel ways to create value”, is rapidly becoming liabilities unless it is innovatively managed for overcoming the inertia of discontinuity opportunities. The raison d'être of this thesis is to investigate the generative managerial processes through which MI can be fostered for experimentation and innovatively managed for acceleration. It comprises four qualitative case studies that involved in-depth interviews, surveys, public records and archival documentaries of four Canadian energy and utilities organisations. The conclusions are fascinating both expected and unanticipated. I found that many, if not most, of the contemporaneous routines of pyramidal target-setting and benchmark-driven cultures are ubiquitously evident. Business planning and risk management still function, albeit the objects of those tenets are different. These quasi-objects include, but are not limited to, organic structures, web-enabled paradigm, pragmatic mindset of middle-down-up crowdsourcing and fragmented evaluation of efforts to evoke the innovative management of management innovation (IMMI). Further adjacent to the quest for driving renewed growth, a new governing dynamic is hinging upon the IMMI that forges a pattern for resiliency and sustainability. Managers capitalise on the epistemic IMMI to regain competitive advantage while enduring endogenous fiefdoms and exogenous disruptions. They catalyse information semantically, harness collective capability effectively, stage prolifically faster MI experimentations and accelerate the cycle of MI more pervasively. I henceforth propose a unified managerial process, dubbed the "Cloverleaf 4S Model" (Strategise—Synchronise—Steward—Sustain). Implicit in this approach, managers believe that their finely-tailored practices epitomise an evolutionary process of deliberate selection in the pursuit for distinctive MI capabilities and expanding authority dynamics in the managership. This allows for self-adaptive mechanisms shifting from silos to swarming as well as the indigenous aspects of IMMI practices—exaptation, cognitive flexibility, speed to adaptation and executional excellence. The implication of this study presents heuristical insights to managers in galvanising perennial innovation and unlocking their IMMI to build an agile, intelligent enterprise.

2

Rowland-Jones, Rhys. „Beyond environmental management to quantifiable pollution management“. Thesis, University of South Wales, 2003. https://pure.southwales.ac.uk/en/studentthesis/beyond-environmental-management-to-quantifiable-pollution-management(30e70785-ae73-4b3a-8b1c-22105607e61a).html.

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Stakeholders increasingly have a heightened expectation of organisational commitment to good environmental and societal practice. Proponents of the link between environmental and financial performance have argued that pollution reduction provides future cost savings by increasing efficiency, reducing compliance costs, and minimising future liabilities. Environmental management systems such as BS EN ISO 14001:1996 or the Eco-Management and Audit Scheme (EMAS) do not require organisations to comment on overall environmental performance. BS EN ISO 14001: 1996 simply advocates that the organisation should have viewed each particular function of the business process and applied a self- formulated quantitative/qualitative analysis to the function in question, providing no incentive to add a level of independently verifiable transparency to the analysis process. This thesis investigates whether it is possible to develop an environmental management system that is capable of delivering a quantitative social/economic statement based on the pollutant aspects/effects of the organisation. A model for quantitative pollution management (QPM) is developed, and a scoring mechanism is defined which enables an indicator of pollution performance to be derived. This indicator reviews the organisation as a whole system, as well as commenting on its constituent parts. The indicator is based upon evaluation of five areas, those of management /leadership, inputs, controls, activities, and outputs. The model is tested in industry by an audit of a manufacturing organisation in South Wales, and a numeric QPM indicator is derived. The numeric QPM indicator is subsequently considered by means of a qualitative interpretation of the quantitative indicator score. The qualitative interpretation is then considered against the impression of the organisation gained by the author during the conduct of the audit. Potential future work in relation to QPM is considered, and the possible application of the concepts of fuzzy logic to QPM is given.

3

Bo, Hong. „Risk management and people management : a critical reflection on how risk management can be incorporated into current HR practices“. Thesis, University of Portsmouth, 2014. https://researchportal.port.ac.uk/portal/en/theses/risk-management-and-people-management(b0dc2bec-189c-45e5-9d2f-b938542ab853).html.

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The aim of this thesis is to use qualitative research to investigate and analyse how human resource risks are understood and managed in practice and how to efficiently manage HR risk in a cost effective way. The research – adding to a very limited corpus in the literature – was conducted in public sector organisations in the UK. The author argues that HR risk management should be conducted in a systematic way. The Managing HR risk framework proposed in this thesis could be used as a practical guide to enable HR practitioners to manage HR risk more effectively. The thesis finds that, in order to effectively manage HR risk, a culture change is required at both HR department and organisational level; the prevailing risk averse culture should change to a more flexible, strategically-focused and less formalised process. From the analysis of case studies, the author notes that HR practitioners should be aware of their position in a HR conflict; they need to be neutral, fair, and supportive during the process of managing HR risks. It is concluded that qualitative factors will influence the process of managing HR risk such as power, organisational culture, management style and skills/competencies… It further suggested that organisational isomorphism learning enables organisations to learn from past experiences, and to improve HR risk management. It also recommended that simulations offer an excellent vehicle for improving the process of managing HR risk by equipping HR practitioners with the right skills and experience. Through the analysis of the results of interviews, two valuable case studies, and simulation, this thesis offers new directions for the future research of human resource risk management: Simulation could be used to help HR practitioners to improve the ways of managing HR risk, simulation use real-life cases for training to improve players’ or decision makers’ understanding of holistic events, and apply new skills, attitudes in practice.

4

Sauerland, Sven. „Enterprise-Contract-Management Vertragsmanagement, Contract-Management, Enterprise-Content-Management“. Berlin mbv, 2008. http://d-nb.info/992966736/04.

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5

Karantinou, Kalipso. „Relationship management in management consultancy:“. Thesis, University of Manchester, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.490145.

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6

Miles, Leon Anthony. „Knowledge management and environmental management“. Thesis, University of Surrey, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.365193.

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7

Thilén, Frida, und Elin Pettersson. „Talent Management : Utan Talent Management?“ Thesis, Högskolan i Jönköping, Högskolan för lärande och kommunikation, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-30081.

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Syftet med denna studie är att kontrastera en utvald organisations strategier för att attrahera, behålla, utveckla och avveckla de viktigaste resurserna mot Talent Management och dess komponenter. Studien ämnar således mot att göra en kontrastering mellan traditionellt kompetensförsörjningsarbete mot det mer moderna konceptet Talent Management. Författarna har valt att undersöka detta genom att samla empiri från intervjuer med sex medarbetare kombinerat med analys av interna dokument. Resultatet visar att delar av myndighetens arbete med kompetensförsörjning kan likställas med Talent Management men att vissa komponenter är uteblivna. Baserat på resultatet framhålls i resultatdiskussionen att myndigheten möter stora utmaningar gällande enhetligt arbete med kompetensutveckling, kompetensförsörjning och ledarskap på grund utav det delegerade ansvaret från central nivå. I slutskedet av avsnittet för resultatdiskussion redovisas även en sammanfattande slutsats som grundar sig i ett framgångsrikt arbete inom blocken attrahera och avsluta samtidigt som arbete inom blocket behålla och utveckla varierar inom organisationen, dels på grund av delegerat ansvar. Slutligen presenteras förbättringsförslag inom organisationen och vidare forskning inom ämnet.
The purpose of this bachelor level thesis is to compare a Swedish public authority’s practical work with competence supply towards the components of Talent Management. The study is aiming to contrast traditional competence supply operations with the more modern concept of Talent Management. The writers have chosen to collect empirical data through interviews with six employees combined with analysis of internal documents. The result shows that parts of the public authority’s work with competence supply have similarities to Talent Management, but some of the components are left out. Based on the results, the discussions shows that this public authority is struggling with united approaches towards competence development, competence supply and leadership because of delegated responsibilities from a central level. In the end the writers are presenting an overall conclusion that is based on the organizations successful work within the blocks of attract and terminate while the work within the block of retain and develop varies within the organization, partly because of delegated responsibility. Finally suggestions for improvement within the organization and further research are presented.

8

Fourie, Andries J. „Total quality management : middle and top management perceptions of the successful application of a quality management system from a general management, strategic management, quality management and human resources management view“. Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/836.

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Thesis (MBA (Business Management))--University of Stellenbosch, 2009.
ENGLISH SUMMARY: Total quality management (TQM) can be defined as a systemic approach on a global level, based on process management of continuous quality improvement by all human resources within the business or company environment, with the specific intent to satisfy the implicit expectations of all stakeholders in the specific business environment. Various factors play a role in the active drive towards a quality-driven learning environment. These factors include increasingly changing market forces, changes in customer requirements and the very way in which quality is perceived by the employees within a company. The above statement raises some important questions, such as • What is the quantifiable value of quality, and • Why is it very easily ignored by various companies? The reason for such questions is the significant shift needed in the thought patterns of management, difficulty in abandoning misconceptions about TQM and difficulty in learning from own mistakes and those of others. It seems that the biggest barrier to the implementation of a total quality system is the misconception that quality will immediately be perfect and is a quick solution which is self-sustaining. TQM is, in fact, not a model that is built in concrete, but a journey consisting of sequential steps. As with any staircase, it can only be sustainable if it is solidly founded on factors such as managerial commitment, drive, fairness, motivation and mobilisation of human resources.
AFRIKAANSE OPSOMMING: Totale gehaltebestuur word gedefinieer as ‘n sistemiese metode op ‘n globale vlak, gebaseer op die bestuur van deurlopende gehalteverbetering deur al die menslike hulpbronne binne 'n onderneming, dit wil sê die sake- of maatskappy-omgewing, met die spesifieke oogmerk om aan die implisiete verwagtinge van die aandeelhouers in die onderneming (besigheidsomgewing) te voldoen. Daar is verskeie faktore wat 'n rol speel in die aktiewe strewe na ‘n kwaliteitsgedrewe leeromgewing. Hierdie faktore behels onder meer die voortdurend veranderende markkragte, veranderinge in die verwagtings van kliënte, en die kwaliteitsbeskouing van die werkers binne ‘n maatskappy. Bogenoemde ontlok belangrike vrae, soos • Hoe word die meetbare waarde van kwaliteit bepaal, en • waarom word dit so maklik deur ondernemings geïgnoreer? Hierdie soort bevraagtekening is 'n aanduiding dat daar ‘n merkbare en betekenisvolle gedagteskuif by bestuur nodig is ten opsigte van hul beskouing van gehalte, dat wanbegrippe oor totale gehaltebestuur verander moet word, en dat probleme in verband met die leer van lesse uit eie foute en dié van ander oorbrug sal moet word. Die grootste probleem ten opsigte van die ontwikkeling van ‘n totale gehaltebestuurstelsel, is die wanpersepsie dat gehalte meteens foutloos sal wees, dat dit ‘n vinnige oplossing is en dat dit selfonderhoudend sal wees. Totale gehaltebestuur is nie ‘n model wat, by wyse van spreke, in beton gegiet is nie, maar ‘n proses met opeenvolgende stappe. Soos met enige stel "trappe", kan dit net volhoubaar wees as dit ‘n sterk fundering het, wat gerugsteun word deur bestuursbetrokkenheid en - deursettingsvermoë, dryfkrag, regverdigheid, motivering en die mobilisasie van die werksmag.

9

Liu, Sha. „Software Configuration Management and Change Management“. Thesis, Mälardalen University, Mälardalen University, Department of Computer Science and Engineering, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-5726.

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Nowadays, as the use of computers is rapidly spreading to our life, software is getting more and more complex and large in computer systems. Therefore, the software configuration management (SCM) is playing an increasingly important role in the software development process. One of its significant activities is change management, which has an outstanding role in dealing with the continued and concurrent change requirements during the system development and use.

In this report, we describe some basic activities of SCM, overview some representative SCM CASE tools with emphasizing on change management and analyze a possibility of integration of SCM version management tool (e.g., Subversion) and error management tool (e.g., Bugzialla) in order to provide an integrated software configuration management and change management. Moreover, a set of exercises based on RCS are developed, which illustrate some SCM simple activities and their modification to facilitate version management and change management.

10

Longton, B. „management behaviour and management information systems“. Thesis, Open University, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.381688.

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11

Koval, M., J. Korotovskih und T. M. Burenko. „Management“. Thesis, Вид-во СумДУ, 2009. http://essuir.sumdu.edu.ua/handle/123456789/16747.

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12

Rastogi, Rahul. „Information security service management : a service management approach to information security management“. Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/1389.

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In today’s world, information and the associated Information Technology are critical assets for many organizations. Any information security breach, or compromise of these assets, can lead to serious implications for organizations that are heavily dependent on these assets. For such organizations, information security becomes vital. Organizations deploy an information security infrastructure for protecting their information assets. This infrastructure consists of policies and controls. Organizations also create an information security management system for managing information security in the organization. While some of the policies and controls are of a purely technical nature, many depend upon the actions of end-users. However, end-users are known to exhibit both compliant and noncompliant behaviours in respect of these information security policies and controls in the organization. Non-compliant information security behaviours of end-users have the potential to lead to information security breaches. Non-compliance thus needs to be controlled. The discipline of information security and its management have evolved over the years. However, the discipline has retained the technology-driven nature of its origin. In this context, the discipline has failed to adequately appreciate the role played by the end-users and the complexities of their behaviour, as it relates to information security policies and controls. The pervasive information security management philosophy is that of treating end-users as the enemy. Compliance is sought to be achieved through awareness programs, rewards, punishments and evermore strict policies and controls. This has led to a bureaucratic information security management approach. The philosophy of treating end-users as the enemy has had an adverse impact on information security in the organization. It can be said that rather than curbing non-compliance by end-users, the present-day bureaucratic approach to information security management has contributed to non-compliance. This thesis calls this the end-user crisis. This research aims at resolving this crisis by identifying an improved approach to information security management in the organization. This research has applied the service management approach to information security management. The resultant Information Security Service Management (ISSM) views end-users as assets and resources, and not as enemies. The central idea of ISSM is that the end-user is to be treated as a customer, whose needs are to be satisfied. This research presents ISSM. This research also presents the various components of ISSM to aid in its implementation in an organization.

13

Sokoloski, Joseph A. „Strategic PSYOP management : a marketing management approach /“. Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2005. http://library.nps.navy.mil/uhtbin/hyperion/05Mar%5FSokoloski.pdf.

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14

Freedman, Paul. „Management and management education : a psychosocial exploration“. Thesis, University of Southampton, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.246861.

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15

Sato, Braxton. „Management Accountants, Risk Management, and Effective Communication“. Scholarship @ Claremont, 2012. http://scholarship.claremont.edu/cmc_theses/324.

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This paper seeks to explain the frameworks that the risk accountant likely operates in. It begins with a discussion of risk in the business context. Then the paper examines existing frameworks in light of the work of management accountants. The paper looks more closely at the tools the management accountant has at his disposal to identify, assess, and communicate risk as well as issues surrounding the use of these tools such as the calculative culture of the firm and biases in risk perception. It is meant to be useful to academics pursuing future research in risk accounting and also to management accountants in risk management.

16

Chow, Wai-yip Stanley, und 周偉業. „Promoting sustainable environmental management in property management“. Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2004. http://hub.hku.hk/bib/B3125584X.

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17

Smit, Brand. „A stakeholder management model for project management“. Thesis, Stellenbosch : Stellenbosch University, 2012. http://hdl.handle.net/10019.1/95663.

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Thesis (MBA)--Stellenbosch University, 2012.
In project management, stakeholders are key to ensuring the success of a project. However, research has found that not enough attention is given to the needs and influence of stakeholders. In the search of a holistic approach to stakeholder management, very few recommendations could be found in literature. The purpose of this research is to search for key elements in literature that can be used in the development of a generic model that guides the user in the process of stakeholder management in projects. Through the investigation of peer reviewed journal articles, a model was developed that can be used to manage a project’s stakeholders. A six-step model was developed, encompassing the identification, analysis, prioritisation, engagement, communication and review of stakeholder. The review step in the process is not a step that is performed in isolation, but is rather a review of the five previous steps. The review of stakeholders will be conducted when the project enters a new phase, at specific intervals or when a trigger event occurs. It is the finding of this investigation that enough research has been conducted within the stakeholder milieu to compile a holistic, generic stakeholder management model.

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Lundström, Markus, und Brunsberg Samuel Ögren. „Management Control and Motivation in Management Consulting“. Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-415724.

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Purpose: The purpose of this paper is to study the interplay between agile and mechanistic management control and the motivation of the employees affected by them, and thereby contribute to the understanding of how management control interplays with motivation. Research question: How does agile and mechanistic management control interplay with employees’ motivation in the management consulting profession? Methodology: Qualitative research with Semi-structured interviews. Seven management consultants from different firms were interviewed. Findings: Agile management control was found to be somewhat more commonly occurring than mechanistic management control among the respondents. Agile management control was seen as more motivating than mechanistic. Personal development was found to be the most prevalent part of intrinsic motivation in this study. Contributions: This paper contributes to the existing literature by offering a perspective of management control’s interplay with motivation specifically for management consultants. This interplay can be seen as being focused on personal development, possibly due to the employees’ motivation to choose this field.

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Rodriguez, Eduardo. „Knowledge management applied to enterprise risk management“. Thesis, Aston University, 2010. http://publications.aston.ac.uk/15785/.

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Risk and knowledge are two concepts and components of business management which have so far been studied almost independently. This is especially true where risk management (RM) is conceived mainly in financial terms, as for example, in the financial institutions sector. Financial institutions are affected by internal and external changes with the consequent accommodation to new business models, new regulations and new global competition that includes new big players. These changes induce financial institutions to develop different methodologies for managing risk, such as the enterprise risk management (ERM) approach, in order to adopt a holistic view of risk management and, consequently, to deal with different types of risk, levels of risk appetite, and policies in risk management. However, the methodologies for analysing risk do not explicitly include knowledge management (KM). This research examines the potential relationships between KM and two RM concepts: perceived quality of risk control and perceived value of ERM. To fulfill the objective of identifying how KM concepts can have a positive influence on some RM concepts, a literature review of KM and its processes and RM and its processes was performed. From this literature review eight hypotheses were analysed using a classification into people, process and technology variables. The data for this research was gathered from a survey applied to risk management employees in financial institutions and 121 answers were analysed. The analysis of the data was based on multivariate techniques, more specifically stepwise regression analysis. The results showed that the perceived quality of risk control is significantly associated with the variables: perceived quality of risk knowledge sharing, perceived quality of communication among people, web channel functionality, and risk management information system functionality. However, the relationships of the KM variables to the perceived value of ERM are not identified because of the low performance of the models describing these relationships. The analysis reveals important insights into the potential KM support to RM such as: the better adoption of KM people and technology actions, the better the perceived quality of risk control. Equally, the results suggest that the quality of risk control and the benefits of ERM follow different patterns given that there is no correlation between both concepts and the distinct influence of the KM variables in each concept. The ERM scenario is different from that of risk control because ERM, as an answer to RM failures and adaptation to new regulation in financial institutions, has led organizations to adopt new processes, technologies, and governance models. Thus, the search for factors influencing the perceived value of ERM implementation needs additional analysis because what is improved in RM processes individually is not having the same effect on the perceived value of ERM. Based on these model results and the literature review the basis of the ERKMAS (Enterprise Risk Knowledge Management System) is presented.

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Malik, Fredmund. „Strategie des Managements komplexer Systeme : ein Beitrag zur Management-Kybernetik evolutionärer Systeme /“. Bern ; Stuttgart ; Wien : Haupt, 2002. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=009698248&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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21

Ku, Shawn. „Disability management, developing the ideal disability management model : the Diamond Health Management model“. Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape7/PQDD_0002/MQ45231.pdf.

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22

El-Farr, Hadi. „Aligning human resource management to knowledge management within the UK management consulting sector“. Thesis, University of Leeds, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.578613.

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This study aims at investigating the alignment between human resource management (HRM) and knowledge management (KM). The research was motivated by the increasing trend towards highlighting the role of HRM practices in supporting KM and its activities. Effective and efficient KM is claimed to only be possible if firms address its human dimension in addition to its information technology (IT) one. The review of relevant literature showed that there was a lack of sufficient empirical research to support the theoretical claims linking HRM to KM. Available empirical studies are rare and subject to criticism that question the validity of the studies. Two empirical research questions are adopted for this study: (1) How is KM perceived and implemented within the management consulting sector in the UK? (2) What is the role of HRM in supporting KM within the management consulting sector in the UK? The context of this study is the 'management consulting sector in the UK. This sector was thought optimal for uncovering links between HRM and KM, mainly due to the nature of this sector; it is arguably knowledge-intensive and is a major employer of a highly skilled workforce. The study utilised mixed methods to address the research questions, which were investigated in both an intensive and an extensive manner. Several methods were utilised as well to ensure replication, complementation and triangulation. The first method is a descriptive survey to assess extensively HRM, KM and their interrelations in the UK management consulting sector. A total of 52 participants replied to the survey, out of a sample of 323 organisations, achieving a response rate of 16.1 %. The second method comprises semi-structured qualitative interviews covering a representative sample of the survey sample. A total of 15 interviews were conducted at this research stage. The third method includes two mini case studies that were chosen based on the companies having a developed KM initiatives arid HRM practices. A total of five interviews were conducted; several relevant documents were also collected from each of the two organisations. The thesis generated several major findings that impact on the relevant literature. There is little evidence of formal holistic KM initiatives in the management consulting sector. KM is chiefly addressed through IT management. At the informal level, KM is viewed as a set of activities where the most cited activity is knowledge-sharing. Therefore, this study found that research is more useful, if it focuses on where knowledge resides and what are the contextual characteristics under each KM orientation. The study identified four KM strategies that organisations might adopt. The combination strategy is found to be the most adopted by consultancies followed by the codification, personalisation and laissez faire strategies. The study focused on the following contextual characteristics under each strategy: culture type, leadership style, IT, knowledge types, knowledge sources, KM responsibility and dominant KM activities. Each KM strategy has a distinctive set of contextual characteristics. Afterwards, the HRM function was found to have a limited role in supporting KM - and when some roles are claimed, they are identified as indirect and reactive, As for the HRM practices, practitioners viewed them as natural contributors to KM at various intensities, although they have not designed them with the intention to do so. Above all, participants perceived PA, R&S and T &D as significant contributors to KM. The thesis then moves on to allocate the contextual characteristics of the HRM practices under each KM strategy, which further illustrates the implicit role of those practices In supporting K.M. The case studies have added some depth to our understanding of this research branch. Firstly, they highlighted the internal politics and power struggles caused by introducing KM initiatives. Secondly, they illustrated how various KM strategies exist within the same organisation.

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Malik, Fredmund. „Strategie des Managements komplexer Systeme : ein Beitrag zur Management-Kybernetik evolutionärer Systeme /“. Bern [u.a.] : Haupt, 2003. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=013217196&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA.

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24

Kucuk, Yilmaz Ayse. „Airport enterprise risk management model a study on airport business management and airline management“. Saarbrücken VDM Verlag Dr. Müller, 2007. http://d-nb.info/988015919/04.

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25

Herr, Lea. „Home management system application development for inventory management /“. [Denver, Colo.] : Regis University, 2006. http://165.236.235.140/lib/lherr2007.pdf.

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26

Bexell, Anders, und Fredrik Olofsson. „Talent Management : Beyond the concept of Talent Management“. Thesis, Jönköping University, JIBS, Business Administration, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-132.

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Författarna till denna uppsats har under de senaste åren kunnat följa en explosionsartad snabb utveckling av böcker och artiklar publicerade kring konceptet Talent Management. Dessa böcker och artiklar har gemensamt att de betonar vikten av att företag adopterar konceptet och de ödesdigra följderna om de låter bli. Talent Management är enligt många ett utav det största och senaste begreppen inom personaladministration.

Under personaladministrationens historia har emellertid en mängd olika begrepp kommit och gått ur tiden såsom Personnel Management, Human Resource Management och Strategisk Human Resource Management och många forskare har hävdat att dessa begrepp inte skiljer sig nämnvärt åt, utan snarare kan karaktäriseras som ett kontinuerligt strävande efter legitimitet och status av personalansvariga. Det huvudsakliga temat i detta strävande har varit att ett företags personal utgör en viktig och betydande del av organisationen och därigenom kan utgöra skillnaden mellan framgångsrika och icke framgångsrika företag.

Syftet med den här uppsatsen var att ta reda på de bakomliggande faktorerna och motiven till varför företag implementerar Talent Management, samt att undersöka i vilken utsträckning konceptet kan sägas karaktäriseras av ny och värdefull kunskap.

Genom att jämföra teorier om HRM och personalutveckling med normativ litteratur och intervjuer kring Talent Management har författarna kommit fram till att Talent Management inte kan sägas karaktäriseras av ny och värdefull kunskap, utan snarare som ett försök att paketera om gamla idéer och tekniker under en ny etikett. Förfat-tarna till den här uppsatsen tror att konceptet kan sägas känneteckna ännu ett försök av personalansvariga att stärka sin legitimitet och status i sina respektive organisationer.

The authors of this thesis have found that, during the last years, the world has witnessed a dramatic explosion of articles and books about the concept Talent Management. These books and articles, all emphasise the urgency for companies to adopt the concept and the devastating consequences if they don’t. The concept is by many re-searchers seen to be the top issue and, the latest trend within Human Resource Management.

Nevertheless, throughout the history of the personnel profession the world has witnessed several different concepts such as Personnel Management, Human Resource Management, and Strategic Human Resource Management and several researches have claimed that these concepts describes the same thing. Some researchers have argued that the different concept instead represent a continuous rhetoric struggle by HR professionals to enhance their legitimacy and status by becoming more business oriented and demonstrate that employees indeed can make a difference in distinguish-ing successful organizations from others.

The purpose of this thesis was to investigate the underlying reasoning and logic to why companies adopt talent management and explore what the concept represents in terms of new knowledge.

By comparing traditional theories of HRM and HR planning with normative literature and interviews on Talent Management the authors have found that the concept does not represent any new and distinctive knowledge, but rather can be considered as an effort to repackage old ideas and techniques with a new label. The authors of this thesis believe that Talent Management is another illustration of the struggle by HR professionals to enhance their legitimacy and status in their organization.

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Ewerstein, Anders, und Markus Jansson. „Management method for Change Management in ERP systems“. Thesis, KTH, Skolan för informations- och kommunikationsteknik (ICT), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-177379.

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Målet med detta arbete är att förbättra Spotifys processer när de gör förändringar internt som påverkar deras finansiella system. Arbetet har genomförts genom att kartlägga de team hos Spotify som skapar, påverkar och använder data i det finansiella systemet. Vidare har de olika teamens arbetssätt jämförts och skillnader i hur de arbetar identifierats. Baserat på de identifierade skillnaderna påvisas vilka utmaningar som finns när Spotify genomför förändringar där flera team är involverade. Kartläggningen visar att det finns både olika arbetssätt och grundinställning hos de olika teamen som skapar utmaningar i förändringsarbetet, speciellt i tvärfunktionella projekt. Slutsatser från resultatet presenteras i form av några olika förslag vilka kan hjälpa till att förbättra förändringsarbetet vid tvärfunktionella projekt hos Spotify. Skapa en koordinatorroll som fungerar som en gemensam kontakt för alla ärenden som genererar förändringar i det finansiella systemet. Genom den nya rollen tydliggör man informationsflödet. Skapa ett nytt team som ansvarar för alla förändringar som påverkar det finansiella systemet. Ett nytt team minskar beroenden mellan de olika teamen. Använda sig av tvärfunktionella projektledare som får dedikerade resurser att driva projekt där flera team är inblandade. Projektledaren kan då äga och ta ansvar för hela processen. Förändra så att alla inblandade team mäts på värdeskapandet för hela kedjan istället för att bedömas när de levererat sin del. Anordna en kortare workshop (1-5 dagar) med deltagare från de team som behöver interagera med varandra vid en förändring. Det blir ett effektivt sätt att minimera ledtiden mellan teamen. Skapa serviceavtal mellan de olika teamen, så att varje team effektivare kan planera sina resurser och veta vilka förutsättningar som gäller.
The objective of this thesis is to help Spotify to improve their internal change management process in their financial system. The work was done by charting the internal teams that create, influence and use data in the company’s financial system. Furthermore, the working methods of the different teams were compared and differences in how they work were identified. Our findings show that there are both different working processes and attitudes between the teams. This creates challenges in the change management process, especially in cross-functional projects. Conclusions from the results are presented as suggestions. These may help to improve the change management process in cross-functional projects at Spotify: Implement a coordinator role, which works as a single point of contact for everything that is related to changes in the financial system. The new role helps to improve the distribution of information. Create a new team that is responsible for all changes that affect the financial system. A new team reduces dependencies betweenthe different teams. Introduce cross-functional project managers who receive dedicated resources to implement projects where multiple teams are involved. The project manager can then take full responsibility for the entire process. Make sure the effectiveness/productivity of all involved teams is measured by the value created for the whole value chain rather than when their respective part has been delivered. Have a workshop (1-5 days) in which participants from the teams that needs to integrate components work together. This will be an effective way to minimize the waiting time between the teams. Create a service level agreement between the different teams, so that each team can efficiently plan their resources and know what to expect from other teams.

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Schultz, Audrey L. „Integrating lean visual management in facilities management systems“. Thesis, University of Salford, 2016. http://usir.salford.ac.uk/39944/.

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This thesis explores lean principles and visual management technology integration in facilities management systems. At the very core of the facilities management industry is the perception of strategically linking the facilities management department with the enterprise holistically. This has been an on-going development through recent years. The global recession of 2008 brought about socio-economic, socio-political and socio-technical constraints prompting world governments to establish leaner more efficient, value added initiatives. This trickled down to governments, universities and organisations globally. By embracing lean principles, visual management technologies, and establishing a lean visual management workplace the facilities management department within these organisations will establish a more strategic alliance with executive leadership. In turn achieving their goal of offering value based facilities management services. The overall aim of the research is to evaluate the potential of lean principles, specifically visual management technologies to improve efficiency, transparency, and value in developing a facilities management knowledge systems. A design science philosophy with an action research approach framework is presented. Combined with a Soft Systems Methodology approach applied to improve the case studies findings and establish the real life problem statement. The researcher applied Soft Systems Methodology 5E's of: efficacy, efficiency, effectiveness, ethically and elegantly, to the action learning curve. Qualitative research methods such as semi-structured and unstructured interviews, questionnaires, and field observation were conducted. The research case study is limited in scope to one UK university estates and property services departments' lean journey and their third party outsourced facilities management service provider. The research acknowledged that a lean visual workplace management system could be introduced in a service industry such as facilities management. However, the findings suggest that greater emphasis should be placed on organisation change management issues such as lack of trust, and resistance to change, concurrently, as part of the lean visual management journey. Nevertheless, the foundation of a lean visual facilities management learning environment was established.

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Zhu, Anlin. „Railway Infrastructure Management - System Engineering and Requirement Management“. Thesis, KTH, Spårfordon, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-228192.

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Rail Control Solutions (RCS) is one division of Bombardier Transportation, aimed at optimising flow of trains. OPTIFLO is a new solution package within RCS, providing services and solutions to address challenges in modern railway infrastructures worldwide. Infrastructure Management (IM) Service is a significant sub-module under OPTIFLO, performing monitoring and diagnostic functionalities for each impacted system or component in railway signalling systems to continuously improve safety, reliability and availability. Requirement management is a significant stage while dealing with engineering problems. In this master thesis project, three modules in railway signalling scope are focused, including system level Infrastructure Management, sub-system level Maintenance and Diagnostic Centre (MDC) and sub-system level Remote Sensor Unit (RSU). For each part, requirement managements have been implemented, referring to CENELEC standards where necessary. The work starts with the draft Requirement Specification for IM and then identify the requirements related to diagnostics and performance in each sub-system. Both links between the requirements in different modules and links between the requirements and their test cases are built from the requirement management tool DOORS to realize verification and validation following the system engineering process. Finally, the standard documentations "System Requirement Specification" for each impacted module that are mostly concerned in the thesis have been released.
Rail Control Solutions (RCS) är en del av Bombardier Transportation, som syftar till att optimera flödet av tåg. OPTIFLO är ett nytt programspaket inom RCS, som erbjuder tjänster och lösningar för att hantera utmaningar inom modern järnvägsinfrastruktur världen över. Infrastrucutre Management (IM) Service är en viktig delmodul under OPTIFLO, som utför övervakning och diagnostiska funktioner för varje påverkat system eller komponent i järnvägssignalsystem för att kontinuerligt förbättra säkerhet, tillförlitlighet och tillgänglighet. Kravhantering är ett viktigt steg när man arbetar med tekniska problem. Det här mastersprojektet är inriktat på tre moduler inom järnvägssignalområdet: systemnivå Infrastructure Management, underhållssystem för Maintenance and Diagnostic Centre (MDC) och delsystemnivå Remote Sensor Unit (RSU). För varje del har kravhantering implementerats, med hänvisning till CENELEC-standarder vid behov. Arbetet har utgått från utkast till kravspecifikation för IM och identifierat kraven för diagnostik och prestanda i varje delsystem. Både kopplingar mellan kraven i olika moduler och kopplingar mellan kraven och deras testfall är byggda i systemet DOORS för att realisera verifiering och validering i en systemteknisk process. Slutligen släpps standarddokumentationen "Systemkrav Specifikation" för de moduler som behandlar i detta arbete.

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Jackson, Bradley Grant. „Management gurus and management fashions : a dramatistic inquiry“. Thesis, Lancaster University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.310456.

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Weastell, Lynda. „Promoting sustainable management in local resource management issues“. Thesis, University of Canterbury. Geography, 1994. http://hdl.handle.net/10092/10394.

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The Resource Management Act (RMA) 1991 is a much discussed and frequently criticised piece of legislation in New Zealand. The RMA 1991 is much discussed because it is part of a substantial reform of New Zealand's resource management law. It is much criticised because the overall purpose of the RMA 1991 is to promote the sustainable management of natural and physical resources (S.5(1)) but the meaning given to sustainable management in the RMA 1991 (S.5(2)) is ambiguous. These discussions and criticisms focus on the legislation. Little research on promoting sustainable management in the context of resource management practice has been undertaken so far. This research needs to be done because the context of resource management issues and the public planning process will influence how sustainable management is interpreted and applied in resource management practice. This thesis is a comparative analysis of promoting sustainable management in four local government resource management issues: the northern access road issue, Christchurch; underground coal mining at Mount Davy, Rewanui; subdivision of Travis Swamp and Kennedy's Bush Spur, Christchurch; and air access into Westland National Park. The aims of the research are to establish: how sustainable management is being promoted in resource management practice; how important the RMA 1991 and promoting sustainable management is in determining resource management outcomes in the public planning process; and whether promoting sustainable management is resulting in a radical change in resource management practice. The thesis makes three conclusions. Firstly, that while sustainable management is an ambiguous concept a 'working' interpretation is emerging in resource management practice based on managing adverse environmental effects. Secondly, that the RMA 1991 and promoting sustainable management is important to legitimise resource management proposals in terms of the law, but it is not the raison d'etre for these proposals. Thirdly, that promoting sustainable management has resulted in changes in the way in which resource management proposals are assessed, but there are a lot of conitunities in resource management practice despite resource management law reform.

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Cheong, Shu-keung Frankie, und 張樹強. „Implementing total quality management in estate management company“. Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1999. http://hub.hku.hk/bib/B31968557.

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Lee, Chun-shing Joseph, und 李鎮承. „The importance of project management in management contracting“. Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1987. http://hub.hku.hk/bib/B31262302.

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Chui, Mei-king, und 徐美琼. „Quality management on housing design and housing management“. Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2001. http://hub.hku.hk/bib/B43894768.

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Mohamed, Sarajul F. „Improving construction site management practices through knowledge management“. Thesis, Loughborough University, 2006. https://dspace.lboro.ac.uk/2134/7952.

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There are several challenging engineering and management problems that occur on construction sites. Failure in managing construction site problems results in a high proportion of rework, defects, delays, disputes and cost overruns on construction projects. In site management, knowledge is often embedded not only in documents and repositories but also in organisational routines, processes, practices and norms. However, site management teams still do not have a systematic approach to managing knowledge. Knowledge management (KM) processes can effectively be used to enable construction site managers deal with on-site problems and risks in a systematic and efficient way. With regard to these problems, the aim of this research was to investigate the improvement of construction site management practices through the integration of knowledge management processes. The research methodology adopted consisted of several methods. A literature review on site management practices and knowledge management as first undertaken . This was followed by case studies involving five construction sites which sought to investigate the key problems of site management practices and to examine existing knowledge management practices on the construction site. They also explored how KM processes could improve current site management practices. The cases tudy findings underpinned by literature results were used to develop a conceptual framework to managing construction knowledge that is entrenched in site management processes. The integrated K&4 framework (incorporating both proactive and reactive approaches) was intended to enable site managers to adopt a knowledge management approach to addressing site management problems. The framework was encapsulated in a computer-based prototype system (developed using Microsoft Visual Basic) to simplify the use of the integrated KM framework and provide construction organisations with a practical tool. Evaluation of the prototype system was carried out by industry practitioners and construction researchers to assess its appropriateness and functionality. It was established that the prototype system was highly effective in enabling site managers to address site management problems from a knowledge management perspective. Several benefits of the system were also identified. It is concluded that construction site management practices can be improved if the knowledge dimensions of the problems are well understood and appropriately managed. This research has developed an integrated KM framework that provides a structured approach to achieving this. The framework is simple to use, requires a relatively short time to implement, is scalable to any type of project and can easily be deployed on any construction site. Knowledge gains economic value when it is used to solve problems, explore opportunities and make decisions. The developed prototype system is expected to increase the ability of the site manager to learn from previous experience and to better address any site management problems that may occur. It also enables the site manager to be proactive in minimising the number of problems that occur on the construction site and to reduce the impact of those that do occur.

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Elshami, Omar Mohd Eltom. „A management information system for farm machinery management“. Thesis, University of Newcastle Upon Tyne, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.240836.

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Rodarte, Christopher Gabriel 1975. „Knowledge management in the enhanced traffic management system“. Thesis, Massachusetts Institute of Technology, 1998. http://hdl.handle.net/1721.1/9659.

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Thesis (M.Eng.)--Massachusetts Institute of Technology, Dept. of Electrical Engineering and Computer Science, 1998.
Includes bibliographical references (leaves 91-94).
The Enhanced Traffic Management System (ETMS) functions as the primary Database Management System (DBMS) for real-time flight information administered by the Federal Aviation Administration. The ETMS is a mission critical system responsible for facilitating air traffic control throughout the United States. The design of the ETMS represents a pinnacle achievement of modern data management. This thesis project will investigate the development of the ETMS and will identify several recent design decisions that illustrate a paradigm shift in data management techniques. These design decisions portray the initial implementation of a Knowledge-Base Management System (KBMS) wherein the system architecture shifts focus from data management toward knowledge management. DBMS and KBMS technologies will be introduced and compared. Specific implementations of each technology will be discussed and identified in the Enhanced Traffic Management System. Suggestions for further improvements in the ETMS design architecture will be entertained and several alternative design scenarios will be introduced.
by Christopher Gabriel Rodarte.
M.Eng.

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Micic, Pero. „Phenomenology of future management in top management teams“. Thesis, Leeds Beckett University, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.530759.

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Aim of the investigation The main research question of this work is "how shall an integrated model for future management in top management teams be designed to provide a semantic framework? " Future management is defined as the bridge between strategic management and futures research. The research was done to improve initial models which the researcher had been using in his work with top managers. Methodology and scope Based on a morphological analysis of possible research designs, action research was chosen as the first part of an appropriate research design. Data was collected in 207 workshops and seminars with real top management teams with whom the researcher worked on real questions over a period of five years. Phenomenology made the second part of the research design since data from the literature had to be processed together with data from the workshops. Pivotal results and contributions to knowledge The research project was structured along three research phases with several integrated research cycles which led to the following results: 1. A model of future factors (drivers of change) was from the macro perspective. 2. A model of objects of thought was from the micro perspective. Five objects of thought were redefined and ten objects newly introduced. 3. A holistic model was developed which integrates the above mentioned models and at the same time identifies and defines the relations between all the objects of thought. The result is a semantic network of objects of thought. 4. A model of a general process for future management was developed. It is based on an appropriate permutation of the five archetypical views on the future. In the field of futures research and future management, this work led to the first integrated model which comprises a semantic network of objects of thought with clearly defined interrelations and links to views on the future in a process model. The model's suitability for practical application has been successively roved in the later part of the 207 relevant workshops and seminars.

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Jooste, J. L. (Johannes Lodewikus). „A performance management model for physical asset management“. Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53286.

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Thesis (MScEng)--University of Stellenbosch, 2003.
ENGLISH ABSTRACT: Two fundamental aspects in modem business success are performance management and physical asset management. The current problem in the asset management environment is the lack of structured performance management, which is required to effectively control and enhance the dynamics of the asset and its life cycle. The result is ineffective assets with high life cycle costs, which will consequently influence the bottom line and return on investment, negatively. An Asset _eerformance Management Model (APM2 , pronounced A-P-M square) was developed. A sound theoretical foundation together with the experience of a leading asset management consultant resulted in the realization of a model that (i) gives a balanced view of asset performance, (ii) link asset performance to strategic business objectives, (iii) facilitates decision-making and problem solving, and (iv) enhances asset control and continuous improvement. The APM2 was developed by rese~ching and integrating five building blocks, which encompass the model requirements. The APM2 consists of two distinct components, namely: • the APM Reference Structure (APMRS), and • a range of APM Dockets. The APMRS is a basic structure that integrates the various building blocks into a framework for providing guidance and control, giving perspective on the entire model and explaining the high-level content of the model. It consists of five levels, each with a distinct focus: • Levell: Enterprise • Level2: Factory • Level3: Process Unit • Level4: Aggregate • Level5: Component The APM Dockets are a subset of the APMRS, where each level has a docket. These dockets are executable, unit-specific procedures, guiding and leading stakeholders towards improved asset performance. Also each of the five levels consists of six similar and inter-related elements. These elements are the foundation for each docket: lement 1: Stakeholders Element 2: Objectives Element 3: Measures Element 4: External Monitor & Targets Element 5: Responsibilities & Decision-Making Element 6: Control & Continuous Improvement Element 7 represents the link to the next level in the APM Reference Structure. • • • • • • Conclusively the APM2,s simplicity and understandability is realized through the APM Reference Structure, while the range of APM Dockets contribute to the practicality objective. The model has a strong theoretical foundation, but at the same time is generic, to be used in a wide range of industries. A leading asset management consultant plans to integrate the APM2 into their asset management program based on the thesis documentation. This application will test and validate the APM2 in practice. It is further recommended that an asset management program, with the associated APM2 , be used in conjunction with the Theory of Constraints and Total Productive Maintenance, because of obvious relationships. Further research is also suggested in relation with some of the experimental asset life cycle phases as well as certain financial considerations.
AFRIKAANSE OPSOMMING: Twee fundamentele aspekte in hedendaagse besigheidsukses is prestasiebestuur and fisiese batebestuur. Die huidige probleem binne die batebestuursomgewing is die gebrek aan gestruktureerde prestasiebestuur, wat 'n vereiste is vir effektiewe beheer en verbeterings rondom die bate en sy lewensiklus. Die resultaat is oneffektiewe bates met hoë lewensikluskoste wat gevolglik wins en beleggingsopbrengs negatief beïnvloed. 'n Prestasiebestuur Model vir Bates (APM2, uitgespreek as A-P-M square) is ontwikkel. 'n Deeglike teoretiese fondasie tesame metdie ondervinding van vooraanstaande raadgewende batebestuurders, het die realisering van 'n model tot gevolg gehad, wat (i) bateprestasie gebalanseerd voorstel, (ii) bateprestasie met strategiese doelstellings verbind, (iii) besluitneming and probleemoplossing fasiliteer, en (iv) batekontrole en voortdurende verbetering bevorder. Die APM2 is ontwikkel deur middel van die identifisering en integrasie van vyf boustene wat die vereistes vir die modelomvat. Die APM2 bestaan onderskeidelik uit twee komponente, naamlik: • die APM Verwysingstruktuur (APMRS), en • 'n reeks APM Vouers. Die APMRS is 'n basiese struktuur wat die verskillende boustene binne 'n raamwerk integreer en sodoende leiding en beheer fasiliteer, die model as geheel in perspektief stel en die modelinhoud op hoë vlak verduidelik. Dit bestaan uit vyf vlakke, elk met 'n spesifieke fokus: • Vlak 1: Onderneming • Vlak2: Fabriek • Vlak 3: Proseseenheid • Vlak 4: Aggregaat • Vlak 5: Komponent Die APM Vouers is 'n subdeel van die APMRS, waar elke vlak 'n vouer het. Hierdie vouers is uitvoerbare, eenheid-spesifieke prosedures wat deelhebbers lei na beter bateprestasie. Ook bestaan elkeen van die vyf vlakke uit ses soortgelyke en inter-afhanklike elemente. Hierdie elemente is die fondasie vir elk van die vouers: • Element 1: Deelhebbers • Element 2: Doelwitte • Element 3: Metings • Element 4: Eksterne Monitering & Mikpunte • Element 5: Verantwoordelikhede & Besluitneming • Element 6: Kontrole & Voortdurende Verbetering • Element 7 stel die verbinding met die volgende vlak in die APM Verwysingstruktuur voor. Gevolglik word die eenvoud en verstaanbaarheid van die APM2 gerealiseer deur die APM Verwysingstruktuur, terwyl die reeks APM Vouers bydra tot die praktiese doelwit. Die model het 'n sterk teoretiese grondslag, maar terselfdertyd is dit generies, sodat dit in 'n wye spektrum van industrieë gebruik kan word. Gebaseer op die tesis dokumentasie beplan vooraanstaande raadgewende batebestuurders om die APM2 te integreer met hul batsbestuursprogram. Hierdie toepassing sal sodoende die APM2 in die praktyk toets en bekragtig. Dit word verder aanbeveel dat 'n batebestuursprogram, met die geassosieerde APM2, tesame met die Theory of Constraints en Total Productive Maintenance gebruik word, as gevolg van voor die hand liggende verwantskappe. Verdere navorsing word ook voorgestel in verband met die eksperimentele fases binne die batelewensiklus, asook rakende sekere finansiële oorwegings.

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Israilidis, John. „Ignorance Management : an alternative perspective on Knowledge Management“. Thesis, Loughborough University, 2013. https://dspace.lboro.ac.uk/2134/14049.

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Managing organisational knowledge is crucial to increase business performance and competitiveness. However, given the complexity and dynamic nature of knowledge management practices, multinational organisations experience difficulties in identifying business opportunities and often fail to make necessary investments. This thesis develops an alternative perspective on knowledge management through the creation of a model based on socio-technical characteristics and organisational ignorance, and argues that managing nescience, i.e. knowing what needs to be known and also acknowledging the power of understanding the unknown, could facilitate employees' knowledge sharing behaviour and could improve both short-term opportunistic value capture and longer term business sustainability. It also creates a novel technique for managing dysfunctional knowledge management scenarios and improving knowledge management practices in the workplace by definition of the concept of KM anti-patterns, while discussing practices that reduce the risk of making the wrong decision when using uncertain information. The philosophy of this study is based on an interpretative approach with inductive reasoning. Both qualitative and quantitative methods, based mainly on workshop style discussions, questionnaires and semi-structured interview data, were implemented using various departments of one multinational organisation within the Aerospace and Defence industry as units of the analysis. Managing organisational ignorance is seldom and insufficiently discussed by the current KM literature and no previous attempt has been made to detect, analyse and categorise KM dysfunctional situations using a systematic KM anti-pattern template. It is argued that the issues addressed in this study could lead to inefficient or otherwise inappropriate KM practices; therefore it is important, particularly for managers and senior executives, to acknowledge, verify and act upon such matters in order to increase performance within their business, and optimise the level of knowledge for an individual employee or group in knowledge intensive settings.

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Parviainen, A. (Antti). „Product portfolio management requirements for product data management“. Master's thesis, University of Oulu, 2014. http://urn.fi/URN:NBN:fi:oulu-201409021800.

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In large organisations today the amount of products is numerous and it is challenging for senior management to have proper control and understanding over all products. As the product is the most important aspect for an organisation to consider, senior management must have ability to manage investments on products and follow development of product related indicators. Managing products as investment on portfolio level, where products are divided into a limited amount of portfolios is a solution for achieving decent control over product investments on senior management level. Product portfolio management is decision making oriented, where the goal is to make the best possible strategic and financial decisions when allocating constraint resources across the entire product portfolio. The product portfolio management aims to increase strategic fit of chosen new product projects, balance in product portfolio and maximizing value of the products. The product portfolio management is constantly ongoing, cross-functional decision making function which is present in all lifecycle states of the portfolios. In this research the product portfolios are seen as investments for mainly internal use of a decision making process. The product portfolios are items that are embodied into the case company’s product data management system and the product portfolios have own lifecycle states. Approach in this research is constructive, where a current state of the case company is analysed and based on the analysis and the literature review a construction is established. The Research questions are: 1) What are the required product structures in product data management systems to support product portfolio management practices? 2) What are the information elements and their lifecycle states and what they should be in product data management systems to support product portfolio decisions? Results of this research are the current state analysis committed in the case company and the construction of product portfolio management structure and lifecycle states. In the construction a portfolio package is defined. The portfolio package is the item used for embodying portfolios into the information systems. An information model for implementing the portfolio packages into the product data management system is introduced. The construction also presents product structure for implementing the portfolio package into the product data management system. Relation of lifecycle states between the portfolio package and other items in a product hierarchy is assessed in a nested lifecycle model. Two models, required and recommended, are suggested for the company to consider for managing the lifecycle of the portfolio package item. All the results are validated from several perspectives.

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Klarberg, Noel. „Management Concepts : a Qualitative Study of Management Consultancy“. Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-417660.

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The occupation of management consultancy has expanded during the last decades. Although researchers disagree on the actual functions of the profession, the commodification of knowledge into what is known as management concepts reoccur frequently. However, scholars have failed to come to a consensus on whether consultants act as producers or merely intermediaries of these concepts. A study has been conducted, constituted by the review of secondary material made public by the two major management consulting firms; McKinsey and Bain. This study has shown several commonalities and discrepancies when compared to existing theory. Results have been discussed and analyzed, and subsequently allowed for several practically relevant conclusions to be drawn.
Managementkonsultation har expanderat under de senaste decennierna. Även om forskare inte enats om yrkets faktiska funktioner, beskrivs paketering av kunskap och följaktligen det som kallas ledningskoncept ofta som en central funktion för yrkesgruppen. Forskare har emellertid inte lyckats komma överens om huruvida konsulter agerar som producenter eller som förmedlare av dessa koncept. En studie har genomförts, vilken utgörs av granskning av sekundärt material som offentliggjorts av de två stora företagskonsultföretagen; McKinsey och Bain. Denna studie har visat flera likheter och skillnader när resultatet jämförts med det redovisade teoretiska ramverket. Somliga beskrivningar av konsultyrket har förkastats, medans andra har styrkts genom att påvisa analogier till empirin. Resultaten har sedermera diskuterats och analyserats och därefter tillåt flera praktiskt relevanta slutsatser att dras.

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Gasquet, Pierre. „Management de la connaissance ou management du savoir“. Aix-Marseille 3, 2003. http://www.theses.fr/2003AIX30034.

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Edgar Morin a rédigé une somme considérable dans son ouvrage "la méthode". A la croisée des découvertes dans de nombreux domaines : linguistique, cybernétique, systématique, complexité, sémiologique, sémantique. Ces écrits présentent de nouvelles perspectives pour le Knowledge Management. La connaissance recouvre non seulement l'acte de connaître, mais également la manière dont le cerveau organise la connaissance. Comment l'homme connaît qu'il connaît ? Il nous semble donc semble intéressant de présenter quelques unes des pistes possibles qu'il nous a inspiré
Edgar Morin wrote a considerable sum in his work "the method". With the crossing of discovered in many fields: linguistics, cybernetics, systematic, complexity, semiological, semantic. These writings present new prospects for Knowledge Management. Knowledge covers not only the act to know, but also the way in which the brain organizes knowledge. How the man knows that he knows? He thus seems to us seems interesting to present some of the possible tracks that he inspired to us

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Aitken, William Theodore Carleton University Dissertation Engineering Electrical. „Network management standards from the fault management perspective“. Ottawa, 1992.

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Cheong, Shu-keung Frankie. „Implementing total quality management in estate management company“. Hong Kong : University of Hong Kong, 1999. http://sunzi.lib.hku.hk/hkuto/record.jsp?B22360049.

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Chui, Mei-king. „Quality management on housing design and housing management“. Hong Kong : University of Hong Kong, 2001. http://sunzi.lib.hku.hk/hkuto/record.jsp?

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Liedes, A. (Anna). „Management accounting as a contributor to sustainable management“. Bachelor's thesis, University of Oulu, 2018. http://urn.fi/URN:NBN:fi:oulu-201811303166.

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The thesis is called environmental management accounting as a contributor to sustainable development. The first chapter is introduction, the second business and the environment, the third environmental management accounting, the fourth techniques and the fifth conclusions. The thesis examines existing literature concerning sustainable development and its relationship with accounting, environmental management accounting theory and practice, environmental costs and full-cost accounting techniques. The thesis also introduces such concepts as sustainable development, triple bottom line and the potential financial and non-financial benefits a company may harvest from implementing environmental management accounting theory and practice.

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Luo, Jia Le. „Integration of knowledge management and enterprise resource planning for advanced production management“. Thesis, University of Macau, 2011. http://umaclib3.umac.mo/record=b2493690.

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Ammann, Tobias. „Community Management“. St. Gallen, 2007. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/01648203003/$FILE/01648203003.pdf.

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Jessen, Andreas, und Carina Kellner. „Forecasting Management“. Thesis, University of Kalmar, Baltic Business School, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-1868.

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In a world that is moving faster and faster, a company’s ability to align to market changes is becoming a major competitive factor. Forecasting enables companies to predict what lies ahead, e.g. trend shifts or market turns, and makes it possible to plan for it. But looking into the future is never an easy task.

“Prediction is very difficult, especially if it’s about the future.” (Niels Bohr, 1885-1962)

However, progress in the field of forecasting has shown that it is possible for companies to improve on forecasting practices. This master thesis looks at the sales forecasting practices in MNCs primarily operating in emerging and developing countries. We examine the whole process of sales forecasting, also known as forecasting management, in order to develop a comprehensive model for forecasting in this type of companies. The research is based on a single case study, which is then later generalized into broader conclusions.

The conclusion of this master thesis is that forecasting is a four-step exercise. The four stages we have identified are: Knowledge creation, knowledge transformation, knowledge use and feedback. In the course of these four stages a company’s sales forecast is developed, changed and used. By understanding how each stage works and what to focus on, companies will be able to improve their forecasting practices.

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