Relevant bibliographies by topics / Development and management

Academic literature on the topic 'Development and management'

Author: Grafiati
Published: 10 December 2022
Last updated: 19 February 2023

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Journal articles on the topic "Development and management"

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Kachchhawaha, Dheeraj, and Dr G. N. Purohit Dr. G. N. Purohit. "Development of Management Thought." Indian Journal of Applied Research 3, no. 1 (October 1, 2011): 61–62. http://dx.doi.org/10.15373/2249555x/jan2013/24.

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Rothwell, William J., and H. C. Kazanas. "Planned management development is effective management development." Performance + Instruction 33, no. 7 (August 1994): 36–42. http://dx.doi.org/10.1002/pfi.4160330709.

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Heorhiadi, Nelli, Oleksiy Druhov, Roksolana Vilhutska, Mariana Bets, Andrii Stoianovskyi, and Mateusz Folwarski. "Organizational development in banks management systems." Banks and Bank Systems 13, no. 3 (July 18, 2018): 1–11. http://dx.doi.org/10.21511/bbs.13(3).2018.01.

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Organizational development in banks management systems (ODBMS) is a complex phenomenon of a sustainable and multifunctional nature. The goal of ODBMS is to generate creative ideas and implement changes in order to provide an appropriate level of rational interaction between the ODBMS subjects. It leads to an achievement of the expected economic and managerial results.Organizational changes that are accompanied by organizational development in the BMS can be controlled and spontaneous, positive and negative. The idea of the article is to reveal the methodical aspects of the managed organizational development of the BMS, with expected positive effects. It would be shown that the offered ideas can be used for achieving organizational goals, avoiding the organizational entropy, increasing the creative activity of bank employees, in particular, in developing new banking products, expanding the opportunities of Internet banking, etc.Achieving certain positive effects from the implementation of organizational changes in the BMS requires a high level of managers awareness about the state of implementation of the goals of the bank’s organizational development, the methods of their implementation, factors that affect the achievement of these goals. In this context, fundamental information about the structure and links in the BMS is important as well as operational information that characterizes the level of completeness and implementation quality of the specific banking officers’ duties.In the article the features of ODBMS are solved, based on the application of the provisions of morphological analysis and set theory. The proposed provisions are considered through the prism of two criteria – the level of managerial awareness and predictability of the results of the organizational changes implementation.
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Odedra, Dr Keshubhai R. "Management of Water for Sustainable Development." International Journal of Trend in Scientific Research and Development Volume-3, Issue-3 (April 30, 2019): 1838–39. http://dx.doi.org/10.31142/ijtsrd23540.

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Davies, Lloyd. "Management Development." Executive Development 7, no. 1 (February 1994): 4–7. http://dx.doi.org/10.1108/09533239410052806.

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Morris, Beryl. "MANAGEMENT DEVELOPMENT." Library Management 11, no. 5 (May 1990): 31–32. http://dx.doi.org/10.1108/eb054915.

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Wexley, Kenneth N., and Timothy T. Baldwin. "Management Development." Journal of Management 12, no. 2 (June 1986): 277–94. http://dx.doi.org/10.1177/014920638601200209.

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Kirk, Roey. "Management Development." JONA: The Journal of Nursing Administration 17, no. 4 (April 1987): 7???8. http://dx.doi.org/10.1097/00005110-198704000-00003.

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Wellman, Neil. "Management Development." Health Manpower Management 20, no. 1 (March 1994): 10–12. http://dx.doi.org/10.1108/09552069410053768.

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Wright, Phillip C., and Monica Belcourt. "Management Development." International Journal of Career Management 6, no. 5 (December 1994): 3–10. http://dx.doi.org/10.1108/09556219410072324.

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Dissertations / Theses on the topic "Development and management"

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Hodder, Carl Alexander. "Quality management system development." Thesis, University of Canterbury. Engineering Management, 2013. http://hdl.handle.net/10092/7443.

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With Chiptech’s current growth rate and size it has become necessary to develop a Quality Management System to enable repeatability, meet customer demands, and protect Chiptech from staff turnover. ISO 9001 was identified as a base for development, with the imperative that the system identified and developed must deliver value for Chiptech. Several frameworks were investigated, along with journal articles and discussions with industry members in order to determine the aspects that would deliver value, and determine the key success factors. Two factors were identified as critical: employee involvement, and the utilisation of metrics – both of which were leveraged for the project results and recommendations. The systems developed have already proved they offer benefits, however, in order to maintain performance Chiptech must a) keep evaluating the measured results, b) ensure that quality forms an integral part of the organisational culture and, c) continue the systematic approach of continual improvement.
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Jones, Charles H. "Spectrum Management Metrics Development." International Foundation for Telemetering, 2012. http://hdl.handle.net/10150/581851.

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There is a lot of talk about there not being enough spectrum available for use by either government or industry. One would thus suppose that there are clear answers to the questions, "How much spectrum is being used?" and "How much spectrum would be used if it was available?" Unfortunately, clear answers do not exist. In fact, even if you collected data, analyzed it, and generated charts, there is likely to be (and, in fact, have been) long debates about the meaning of those charts. A fundamental problem is that there are no standard metrics for reporting spectrum usage. A well-defined and documented set of metrics would aid in any analysis and discussion of spectrum usage. The Range Commander's Council (RCC) Frequency Management Group (FMG) has initiated a formal Task, FM-37, to develop and standardize a set of spectrum management metrics. These metrics will go beyond simple usage and provide metrics for analysis of spectrum management in general, such as spectrum usage requirements, scheduling efficiencies, and prediction of impacts to spectrum availability. This paper overviews an initial draft of the document being developed under Task FM-37.
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Oliveira, Ana Luísa Martins. "Management Development in Portugal." Master's thesis, Faculdade de Economia da Universidade do Porto, 2008. http://hdl.handle.net/10216/53682.

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Oliveira, Ana Luísa Martins. "Management Development in Portugal." Dissertação, Faculdade de Economia da Universidade do Porto, 2008. http://hdl.handle.net/10216/53682.

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Bukhari, S. (Syed). "Performance management for product portfolio management, new product development & rapid product development." Master's thesis, University of Oulu, 2018. http://urn.fi/URN:NBN:fi:oulu-201802071150.

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Ever evolving and changing market scenarios have increased the competition between organizations to maximize the performance of their products and operations. In this challenging environment performance of product portfolio management (PPM), new product development (NPD), rapid product development (RaDe) have significant impact on their monetary values. To deal with the existing scenarios, the performance management of the product development and its related internal process of portfolio management is very crucial. NPD and RaDe processes result in a new sales item which needs to be effectively introduced in the product portfolio, but the performance measurement is required to develop the sales item and maintain them in the portfolio. This study is researched and worked upon in five stages. The existing targets and KPIs are studied after a through literature review. The current practices of case companies were identified and the similarities and differences were observed. In the end, a new performance management frameworks was developed to manage NPD and RaDe projects including their impacts to the product portfolio. The developed new performance management framework for NPD and RaDe divides the activities into two phases, planning and development. During the planning phase the PPM targets and KPIs will provide analysis and decision making concept to start NPD or RaDe type of product development to create new sales items into the portfolio. The second phase, the NPD and RaDe development, provides metrics for the NPD and RaDe project execution. The developed framework is generic and will be suitable for both RaDe and NPD activities. In the framework, the company and PPM strategy is aligned with the success factors to achieve the required targets, measured through quantifiable or non-quantifiable KPIs to evaluate the success of the new product and its impact to the product portfolio.
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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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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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Oluikpe, Paul. "Knowledge management in development projects." Thesis, Loughborough University, 2007. https://dspace.lboro.ac.uk/2134/8013.

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Studies have shown that knowledge management is an enabler of organisational processes and helps achieve projected objectives. This research is aimed at investigating the role of knowledge management in enabling development project management to achieve the following objectives; project success, faster completion times, efficiency, innovation, knowledge sharing and best practices. The research conceptual model (The CRAI-Codification, Reproduction, Assimilation and Interpretation model) focused on four types of primary knowledge needed by development projects for successful execution. These are: -Interpretative knowledge, Assimilative knowledge, Reproductive knowledge and Codified knowledge. Using a mixed method approach, qualitative and quantitative data were collected from over 1000 respondents from development organisations in 8 regions in 11 development project areas. Data were obtained using web questionnaires, structured interviews and organisational documentation. The selection of case studies arose as a result of responses to the online survey. The research used four case studies which exhibited KM 'consciousness and other criteria which enabled the researcher to identify them as knowledge generating projects. The cases were drawn from Nigeria, Uganda and Senegal. The research applied the CRAI model within these case studies and also compared the results of the survey data with the case study data. The survey achieved a 30.3% (303) response rate. The data gathered were analysed using quantitative analysis tools (SPSS) and techniques (regression, correlation, hypothesis testing, analysis of the model and other general analysis techniques). The survey and case studies focused on identifying best practices, knowledge sharing and management practices, knowledge processes in the project management cycle as reflected by the conceptual model, technology and other aspects of Knowledge Management. Some of the findings made by the research are: (a) No standard best practice exists across the board among development projects. Each project has a set of practices that represent best practices for managing their projects; (b) KM was found to be a factor in speeding up project completion times. It was also linked to project success, knowledge sharing, innovation and efficiency; and (c) The CRAI model was found to be applicable to development projects and the type of knowledge projects embody. The model positively correlated with each of the expected outcomes-innovation, completion times, efficiency, project success and knowledge sharing. Recommendations made by this research include: 1. Development Projects should begin to design KM strategies as part of Project Management systems; 2. A development project should begin with mapping essential knowledge needed by the project; 3. Development PM should pay closer attention to the existence of communities in the project; 4. KM should be included in the list of critical success factors; and 5. DPs should use PM technologies which integrate KM capabilities.
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Young, B. A. "Career development in construction management." Thesis, University of Manchester, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.335722.

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Abraham, Akampurira [Verfasser]. "Sustainable Development and Environment Management - Regional Development / Akampurira Abraham." München : GRIN Verlag, 2013. http://d-nb.info/1183299397/34.

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Books on the topic "Development and management"

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Syrett, Michel. Management development. Oxford: Capstone, 2003.

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Sadun, Emrealp, ed. Urban management development. Istanbul, Turkey: IULA-EMME, 1993.

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Sidek, Noor Zahirah Mohd, Roshima Said, and Wan Norhaniza Wan Hasan, eds. Islamic Development Management. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-7584-2.

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Leigh, W. E. Database development. Cincinnati: South-Western, 1987.

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Resort development and management. 2nd ed. East Lansing, Mich: Educational Institute of the American Hotel & Motel Association, 1988.

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Golden, Howard N. Furbearer management technique development. Juneau, AK (P.O. Box 25526, Juneau 99802): State of Alaska, Dept. of Fish and Game, Division of Wildlife Conservation, 2000.

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Golden, Howard N. Furbearer management technique development. Juneau, AK: State of Alaska, Dept. of Fish and Game, Division of Wildlife Conservation, 1998.

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Golden, Howard N. Furbearer management technique development. Juneau, AK (P.O. Box 25526, Juneau 99802): State of Alaska, Dept. of Fish and Game, Division of Wildlife Conservation, 1999.

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Avgerou, Chrisanthi. Information systems development & management. London: External Advisory Service, 1992.

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Grant, James Lowry. A management development game. [S.l: The Author], 1987.

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Book chapters on the topic "Development and management"

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Pettinger, Richard. "Management Development." In Management, 359–80. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-1-137-03028-3_19.

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Groth, Uwe, and Andreas Kammel. "Management Development." In Lean Management, 200–202. Wiesbaden: Gabler Verlag, 1994. http://dx.doi.org/10.1007/978-3-322-90752-3_30.

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Eck, Claus D., Jana Leidenfrost, Andrea Küttner, and Klaus Götz. "Management-Development." In Angewandte Psychologie für die Personalentwicklung, 349–411. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-12625-3_10.

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Bain, Neville. "Management Development." In Successful Management, 31–51. London: Palgrave Macmillan UK, 1995. http://dx.doi.org/10.1057/9780230374157_3.

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Tan, Shukui, Wenjie Cai, and Ying Chen. "Development Management." In Real Estate Management in China, 115–60. Singapore: Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-19-4735-3_4.

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Boella, Michael J., and Steven Goss-Turner. "Management development." In Human Resource Management in the Hospitality Industry, 201–16. Tenth edition. | Abingdon, Oxon: Routledge, 2019. | New edition: Routledge, 2019. http://dx.doi.org/10.4324/9780429441400-12.

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Patching, Keith. "Management Development: Organisation Development." In Management and Organisation Development, 10–31. London: Palgrave Macmillan UK, 1999. http://dx.doi.org/10.1007/978-1-349-27315-7_2.

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Thompson, Neil. "Team development." In People management, 142–52. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-30845-0_14.

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Stolzenberg, Kerstin, and Krischan Heberle. "Vision Development." In Change Management, 15–31. Berlin, Heidelberg: Springer Berlin Heidelberg, 2022. http://dx.doi.org/10.1007/978-3-662-65396-8_2.

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Sargeant, Adrian, and Jayne George. "Donor development." In Fundraising Management, 204–30. 4th ed. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003097433-9.

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Conference papers on the topic "Development and management"

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Katerina, Legnerova. "MANAGEMENT DEVELOPMENT." In SGEM 2014 Scientific Conference on PSYCHOLOGY AND PSYCHIATRY, SOCIOLOGY AND HEALTHCARE, EDUCATION. Stef92 Technology, 2014. http://dx.doi.org/10.5593/sgemsocial2014/b11/s3.102.

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ROCCHI, Lucia, and Adriano CIANI. "TERRITORIAL MANAGEMENT CONTRACTS: A MODEL FOR A GLOBAL MANAGEMENT OF THE TERRITORY." In Rural Development 2015. Aleksandras Stulginskis University, 2015. http://dx.doi.org/10.15544/rd.2015.068.

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Bottom-up solutions for managing the territory have been increase their importance in the last years. Local communities want to be involved in the management of the territory to avoid problems and to promote economic and social activities. Several different forms of participatory contracts have been developed during the last decades. However, a framework to enforce each single solution are required. The Territorial Management Contracts (TMCs) would like to give a contribute in such a direction. The contribute briefly illustrates the Territorial Management Contracts, to open a debate on them.
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MAŠEK, Jiří, and Václav CÍSAŘ. "EVALUATION OF COMBINE HARVESTERS FLEET MANAGEMENT." In RURAL DEVELOPMENT. Aleksandras Stulginskis University, 2018. http://dx.doi.org/10.15544/rd.2017.149.

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Combine harvesters play a crucial role in grain harvest. Due to seasonal character of work of these machines is necessary to achieve high standard in durability and reliability during working period. There is lots of requirements that have to be done according to the crop type, field conditions and as well as high performance and lower costs. Combine harvesters are the main harvesting technology of cereals in the world and main piece of work should be done in short time. The aim of this paper is an economic analysis of combine harvester’s fleet in different working conditions. The evaluation is based on exact costs analysis of combine harvesters New Holland brand sort by different ages and different concepts of threshing. Used data were collected during all working seasons of combines. There is a data set from 10 seasons. There is two groups in evaluation - 9 machines NH CR 9080 and another 9 machines NH CX 8080. Working parameters evaluated are fuel consumption and operational costs. Thanks to on board computer we have data about performance of each machine per day and per whole season. Costs are calculated as fixed and variable and then summarized for every machine. The result shows that effect of costs analysis depends on annual performance of the machine. There is positive effect on depressing fixed cost due to higher performance in season. A special result of this study is evidence of intervenes reason during all seasons and setting up the coefficient of repairs for the group of combines.
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Movsesyan, Violetta Elbrusovna. "MANAGEMENT QUALITY MANAGEMENT: BASIC DEVELOPMENT TRENDS." In Russian science: actual researches and developments. Samara State University of Economics, 2020. http://dx.doi.org/10.46554/russian.science-2020.03-1-234/238.

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This article discusses the concept of labor as a quality indicator. The relationship between the quality of the workforce and education is determined. Highlighted the key hard- and soft-skills necessary for a modern employee. The process of manpower.
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Ju, W. "Management system development." In CSAA/IET International Conference on Aircraft Utility Systems (AUS 2022). Institution of Engineering and Technology, 2022. http://dx.doi.org/10.1049/icp.2022.1827.

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PILIPAVIČIUS, Vytautas, and Rūta ADAMONIENĖ. "MANAGEMENT OF COMMUNITY PROJECTS’ EFFECTIVENESS." In Rural Development 2015. Aleksandras Stulginskis University, 2015. http://dx.doi.org/10.15544/rd.2015.106.

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Community projects implemented by using LEADER method during the programme period of 2014–2020 have new requirements for projects‘ effectiveness that are related with business development in the context of territorial development. Practice of past period shows that while preparing and implementing local development projects most rural community organizations brought up-to-date priorities of investors, not those of development of rural territories. The problem is that during implementation of projects there is a lapse into fragments, single or short-term goals unrelated to use of project’s results for development of populated locality. Research goal – having analysed theoretical peculiarities of projects‘ management, to distinguish directions that determine effectiveness of community projects. Structure of research methodology consists of theoretical analysis of factors determining project‘s succession and research of case of community projects implemented by using LEADER method. Researches of factors determining project‘s succession are based on analysis of research of scientific projects‘ management. The case researched a succession of community projects implemented in Prienai district during the period of 2007–2013 and use of the results in designed forethoughts during the period of 2014–2020. In the article, there is a scheme of management of effectiveness of community projects prepared and directions that determine succession of community projects distinguished.
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ATKOČIŪNIENĖ, Vilma, and Ilona KIAUŠIENĖ. "THE MODEL OF INTEGRATIVE MANAGEMENT OF RURAL SOCIAL INFRASTRUCTURE DEVELOPMENT." In RURAL DEVELOPMENT. Aleksandras Stulginskis University, 2018. http://dx.doi.org/10.15544/rd.2017.228.

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One of the most difficult problems encountered by social infrastructure development management in various countries of economic development is the search for RSI management interactions at the national, regional and local (municipal, neighborhood) levels. Traditional solutions to RSI development do not create opportunities for the coherence, viability and resilience of rural development. This article describes integrative management of rural social infrastructure (RSI), provides the analysis of RSI management processes and explanation of “triple bottom line”, determination of main principles required in order to achieve sustained development of the region. The main research objective, namely, creation of an integrative rural social infrastructure management model reached. The integrative RSI management conception based on four- tier governance cycle “plan-do-check-act” and internal governance functions. The functions RSI management are determination of consumer demand for RSI services and strategic development goals; planning of RSI services, means and results; organization of RSI services supply; horizontal and vertical coordination of RSI activities; assessment of RSI services consumers’ opinion and community sustainability; supervision and evaluation of RSI activities. The main research methods were used: analysis and generalization of scientific literature, logical and systematical reasoning, graphic presentation of comparison, abstracts and other methods.
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Torrez Meruvia, Harold, Joaquín Azcue Castillón, and Mariona Vilà Bonilla. "TALENT MANAGEMENT IN BUSINESS MANAGEMENT HIGHER EDUCATION." In 16th International Technology, Education and Development Conference. IATED, 2022. http://dx.doi.org/10.21125/inted.2022.1108.

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Abbaspour, M., and S. Khadivi. "Challenges of Green Management in Iran." In SUSTAINABLE DEVELOPMENT 2009. Southampton, UK: WIT Press, 2009. http://dx.doi.org/10.2495/sdp090512.

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RÖHLE, Heinz. "GROWTH PERFORMANCE AND MANAGEMENT IN MIXED FOREST STANDS." In RURAL DEVELOPMENT. Aleksandras Stulginskis University, 2018. http://dx.doi.org/10.15544/rd.2017.122.

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In 2017, the global population stands at about 7.6 billion. Due to the medium variant of the population projections, developed by the UN, the world population will grow to nearly 10 billion by the middle of this century. As a consequence, the worldwide demand for wood will increase. Therefore, the forest sector has to develop concepts in order to cope with the increasing demand for wood, the altering environmental conditions and the challenge of climate change. Modified silvicultural treatment programs may contribute to solving these questions. Appropriate measures are the conversion of pure stands into mixed stands, the promotion of natural regeneration instead of artificial regeneration and the creation of structured forests consisting of indigenous or foreign tree species, which are better adapted to climate change and/or are growing faster. Mixed stands often exceed the volume as well as the biomass productivity of pure stands and increase the biodiversity of forest landscapes. Forest simulation models are a prerequisite for the management of mixed stands. They provide enhanced opportunities of planning for forest conversion and facilitate the decision support in forest practice. These model approaches support the development of goal oriented thinning programs and make it possible to test and optimize alternative silvicultural concepts without the establishment of experimental plots. The Bavarian State Forest Enterprise (Bayerische Staatsforsten) is managing 808731 ha of forest area in the southern part of Germany. Since 2005 this enterprise is converting pure, coniferous stands (> 200000 ha of forest area) into mixed, uneven-aged forests. A simulation program (single tree simulator) is used in order to achieve this goal.
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Reports on the topic "Development and management"

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Farak, Amy. LOA Management Tool Development. Fort Belvoir, VA: Defense Technical Information Center, September 2013. http://dx.doi.org/10.21236/ada598787.

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Lewis, Grace A., Teeraphong Mahatham, and Lutz Wrage. Assumptions Management in Software Development. Fort Belvoir, VA: Defense Technical Information Center, August 2004. http://dx.doi.org/10.21236/ada443152.

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Granetto, Paul J., Patricia A. Marsh, Byron B. Harbert, Jeffrey A. Lee, Samuel R. Mensch, Jason T. Hamilton, and William F. Kissler. Financial Management: Development and Management of the Army Game Project. Fort Belvoir, VA: Defense Technical Information Center, August 2005. http://dx.doi.org/10.21236/ada471994.

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Schrag, Robert C. Challenge Problem Development and Evaluation Management. Fort Belvoir, VA: Defense Technical Information Center, November 2001. http://dx.doi.org/10.21236/ada398130.

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Hogg, G. W., A. L. Olson, D. A. Knecht, and M. J. Bonkoski. ICPP Waste Management Technology Development Program. Office of Scientific and Technical Information (OSTI), January 1993. http://dx.doi.org/10.2172/10135238.

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ISOPERFORMANCE INC MECHANICSBURG PA. Development of an MPT Management System. Fort Belvoir, VA: Defense Technical Information Center, April 2004. http://dx.doi.org/10.21236/ada433367.

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AT AND T BELL LABS MURRAY HILL NJ. SCALPEL Development Program. Research and Development Status and Management Report. Fort Belvoir, VA: Defense Technical Information Center, March 1995. http://dx.doi.org/10.21236/ada293247.

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Schatz, Joe E. Development of an Integrated Distribution Management System. Office of Scientific and Technical Information (OSTI), October 2010. http://dx.doi.org/10.2172/990855.

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Greager, T. M. Solid waste management complex site development plan. Office of Scientific and Technical Information (OSTI), September 1994. http://dx.doi.org/10.2172/10190285.

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Gadd, M. G., C. J. M. Lawley, K. Lauzière, F. Létourneau, J. L. Pilote, A. Morin, and A. Haji Egeh. Critical mineral geochemical database development and management. Natural Resources Canada/CMSS/Information Management, 2022. http://dx.doi.org/10.4095/329924.

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You might also be interested in the extended bibliographies on the topic 'Development and management' for particular source types:
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