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Journal articles on the topic 'Management systems'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 January 2023

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1

Irfan, C. M. Althaff, Karim Ouzzane, Shusaku Nomura, and Yoshimi Fukumura. "211 AN ACCESS CONTROL SYSTEM For E-Learning MANAGEMENT SYSTEMS." Proceedings of Conference of Hokuriku-Shinetsu Branch 2010.47 (2010): 59–60. http://dx.doi.org/10.1299/jsmehs.2010.47.59.

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2

Sirkemaa, Seppo J. "Information Systems Management — Modular Approach." International Journal of Information and Electronics Engineering 7, no. 1 (2017): 7–10. http://dx.doi.org/10.18178/ijiee.2017.7.1.653.

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3

Karunarathna, Harshinie, Jennifer Brown, Riccardo Briganti, Dabravka Pockrajac, Ivan Haigh, Christian Beck, Pushpa Dissanayake, Diego Pedrozo-Acuna, Kathryn Sparrow, and Mathew Wadey. "MODELLING MEMORY OF COASTAL FLOOD SYSTEMS." Coastal Engineering Proceedings 1, no. 34 (October 28, 2014): 19. http://dx.doi.org/10.9753/icce.v34.management.19.

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4

Berger, Thomas, and Werner Gleissner. "Integrated management systems: linking risk management and management control systems." International Journal of Risk Assessment and Management 21, no. 3 (2018): 215. http://dx.doi.org/10.1504/ijram.2018.093751.

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5

Berger, Thomas, and Werner Gleissner. "Integrated management systems: linking risk management and management control systems." International Journal of Risk Assessment and Management 21, no. 3 (2018): 215. http://dx.doi.org/10.1504/ijram.2018.10014974.

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6

Kný, Milan. "Security Management - Systems Approach." Acta Informatica Pragensia 4, no. 3 (December 31, 2015): 326–35. http://dx.doi.org/10.18267/j.aip.79.

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7

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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8

Parasuraman. D, Parasuraman D. "Emerging Perspectives of Knowledge Management Systems." International Journal of Scientific Research 3, no. 7 (June 1, 2012): 282–84. http://dx.doi.org/10.15373/22778179/july2014/90.

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9

Petkova, Lilyana, and Vasilisa Pavlova. "Security Analysis on Content Management Systems." Mathematics and Informatics LXV, no. 5 (October 28, 2022): 423–34. http://dx.doi.org/10.53656/math2022-5-2-sec.

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This paper is dedicated to the challenges of the use of the most popular content management systems (CMS) in software development. Fundamental information about the selected CMS platforms and vulnerability analysis are introduced. The review is made on CMS like Umbraco, Sitecore, WordPress and Drupal categorized in two groups defined by the technology used for development. And as the IT world changes a lot these brings one constant battle against threats. Therefore, this article will add some vulnerabilities analysis of the selected systems since 2014. Results were grouped by common vulnerabilities of the selected platforms and such specific ones.

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10

Koppe, Baerbel, and Birgitt Brinkmann. "OPPORTUNITIES AND DRAWBACKS OF MOBILE FLOOD PROTECTION SYSTEMS." Coastal Engineering Proceedings 1, no. 32 (February 2, 2011): 24. http://dx.doi.org/10.9753/icce.v32.management.24.

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Permanent flood protection systems like dykes and protection walls offer a high level of protection against flooding and need only little maintenance during flood events. Therefore, most high-risk areas are protected by permanent constructions. Problems arise in densely populated areas where no space for dykes is available and less space consuming flood protection walls would cut off traffic lines and obstruct view axes. In these cases, mobile flood protection measures may be a solution to fit both requirements: protection in case of flooding and open access to the floodplain over the remaining time. Furthermore, mobile protective systems can be used as emergency tool against flooding in unprotected low-lying areas and for heightening of permanent flood protection structures in extreme events. Planning criteria of mobile flood protection like types of application, early warning and deployment time, required personnel, structural failure mechanisms, financial aspects, and essential information politics are discussed in this paper. As the available constructions differ in material, construction, permanent facilities, available protection height, and safety level, a systematization of mobile flood protection systems as well as opportunities and drawbacks of the described constructions are given.

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11

Kowalik, Łukasz, and Wojciech Drożdż. "Content Management Systems in the Strategy of IT Company." Zeszyty Naukowe Uniwersytetu Szczecińskiego. Studia Informatica 41 (2016): 59–68. http://dx.doi.org/10.18276/si.2016.41-05.

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12

Labrujere, Astrid Louise, and Henk Jan Verhagen. "ANALYSIS OF THE CARBON FOOTPRINT OF COASTAL PROTECTION SYSTEMS." Coastal Engineering Proceedings 1, no. 33 (December 28, 2012): 78. http://dx.doi.org/10.9753/icce.v33.management.78.

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When calculating the Carbon Footprint for a product or service, a direct link is made between the total amount of consumed energy and the produced amount of carbon dioxide during production. For that reason calculating the carbon footprint of various alternatives is a very straightforward method to compare energy consumption and more importantly environmental pollution. Applying this method to large hydraulic engineering projects is not being done frequently. In this study the possibilities to apply the Carbon Footprint method to coastal protection systems have been explored and analyzed. The analyses are based on a case study: A reinforcement work at the Dutch coast.

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13

Farhadyar, Kiana, and Reza Safdari. "Requirements of mHealth-Based Medication Management Systems." International Journal of Innovative Research in Computer Science & Technology 6, no. 2 (March 31, 2018): 12–17. http://dx.doi.org/10.21276/ijircst.2018.6.2.2.

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14

Maciá-Pérez, Francisco, Iren Lorenzo-Fonseca, Jose Vicente Berná-Martinez, and Jose Manuel Sánchez-Bernabeu. "Conceptual Modelling of Complex Network Management Systems." Journal of Computers 10, no. 5 (2015): 309–20. http://dx.doi.org/10.17706/jcp.10.5.309-320.

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15

Vostrovský, V. "Expert systems utilization in knowledge management ." Agricultural Economics (Zemědělská ekonomika) 52, No. 10 (February 17, 2012): 451–55. http://dx.doi.org/10.17221/5050-agricecon.

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Knowledge and information are the key to successful pursuit of business activity. For the management knowledge, there can be employed among others the expert systems and eLearning. The article provides the expert systems utilization in knowledge management as the expert eLearning component. This solution then makes it possible to preserve the appropriate set of knowledge for a given business activity in knowledge bases and to pass this knowledge in the moment of need in the form of multimedia teaching applications to the appropriate employees.  

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16

Hron, J. "Diagnostics of management and organisational systems ." Agricultural Economics (Zemědělská ekonomika) 52, No. 12 (February 17, 2012): 552–59. http://dx.doi.org/10.17221/5063-agricecon.

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The term “diagnostics” is normally used to refer to the process of identifying some incorrectly operating components in a particular system. The fault symptoms are, however, usually discovered in a different part of the system than that in which the fault occurs. On those occasions when it is not possible to identify the source of the fault based on the principle of absolute logic, it is necessary to apply a formal procedure. This contribution presents a new methodology, by the means of an application systems approach, for diagnostics of management and organisational systems. 

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17

Ntalasha, John, and Jackson Phiri. "Performance Management Systems." International Journal of Applied Management Sciences and Engineering 7, no. 2 (July 2020): 57–79. http://dx.doi.org/10.4018/ijamse.2020070104.

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The purpose of this study is to develop a model for evaluating and improving performance in organizations. The design of research is based on Pulakos' performance management process model and follows the mixed methods research approach. The findings of the study reveal factors leading to challenges with performance management systems (PMS) in firms based on Pulakos' performance management process model. The study then provides recommendations for factors that can be used to address challenges with performance management systems in firms. The recommendations made are consistent with the general propositions among leading researchers in this field that effective performance management systems should be simplified, aligned with organizational goals and culture, tailored to the employees and should have strong leadership. The study also generated an integrated process model that can be used as a simplified guide for designing new PM systems, modeling and improving existing PM systems, reviewing and testing PM systems for efficiency, etc.

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18

Ingladi, Manuela, and Dorota Klimecka-Tatar. "ENVIRONMENTAL MANAGEMENT SYSTEMS." Quality Production Improvement 03 (December 2015): 12–23. http://dx.doi.org/10.30657/qpi.2015.03.02.

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19

Bertranou, A. V. "‘Oasis'* Systems Management." Water Science and Technology 19, no. 9 (September 1, 1987): 225–30. http://dx.doi.org/10.2166/wst.1987.0084.

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This paper describes ‘oases' as an integrated basis for rational water management, and integrated management as a tool for rational decision-making. In the evolution of man's relationship with water, three phases (the uses phase, the resources phase, and the environment phase) and three stages (legal, institutional, and integrative), are identified, which are examined in three areas (Argentina, Latin America, and the world) . The challenge of water resources management is to move from fragmented (closed) to complete (open) ‘oases', the ultimate goal being to restore man's relationship with nature. Integrated management of water resources is presented as a way of solving the problems that tend to dissociate man from institutions. Integrated management is a versatile tool that goes beyond the limits of disciplines that result in partial views of reality. It is also a specialized tool that promotes a harmonious relationship between natural and cultural sciences. *In this paper, the word ‘oasis' is not given its customary meaning of “a fertile spot in the desert”. Instead, the definition the author wishes to ascribe to the word ‘oasis' is as follows: “An ecologic subsystem within the natural ecosystem, the differentiating element of which is the presence of water in all its dimensions (technical, economic, administrative/ institutional, political). The ‘oasis' is a potentially open subsystem which permits the integration of man and nature.”

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20

Phythian, Gary John, and Christian Ernst. "Management Expert Systems." Journal of the Operational Research Society 40, no. 12 (December 1989): 1159. http://dx.doi.org/10.2307/2582929.

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21

Peck, Simon, and Larry Long. "Management Information Systems." Journal of the Operational Research Society 41, no. 4 (April 1990): 359. http://dx.doi.org/10.2307/2583810.

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22

Teixeira Congo, Sergio Joao. "Information Systems Management." International Journal of Information Technology Convergence and Services 6, no. 2/3 (June 30, 2016): 13–27. http://dx.doi.org/10.5121/ijitcs.2016.6302.

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23

Chovancova, Jana, Milan Majerník, and Jana Jurikova. "Integrated Management Systems." Communications - Scientific letters of the University of Zilina 12, no. 1 (March 31, 2010): 70–74. http://dx.doi.org/10.26552/com.c.2010.1.70-74.

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24

Aparajitha., R. S. V., M. K. Kavitha, T. R. P. Monisha, T. S. B. Pavithra, and Vinoth P. Raja. "Database Management Systems." International Journal of Computer Applications 1, no. 8 (February 25, 2010): 73–76. http://dx.doi.org/10.5120/179-310.

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25

Floyd, H. "Safety-Management Systems." IEEE Industry Applications Magazine 17, no. 3 (May 2011): 19–24. http://dx.doi.org/10.1109/mias.2010.939622.

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26

Salmeron, Jose L. "Management information systems." Ubiquity 2006, October (October 2006): 2. http://dx.doi.org/10.1145/1183081.1183083.

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27

Carrilio, Terry. "Management Information Systems." Administration in Social Work 29, no. 2 (February 9, 2005): 43–61. http://dx.doi.org/10.1300/j147v29n02_04.

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28

Walker, David, Michael Pitt, and Urmila Jha Thakur. "Environmental management systems." Journal of Facilities Management 5, no. 1 (February 27, 2007): 49–61. http://dx.doi.org/10.1108/14725960710726346.

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29

Chapman, Ronald W., and Leslie M. Beitsch. "Performance Management Systems." Journal of Public Health Management and Practice 23, no. 3 (2017): 311–14. http://dx.doi.org/10.1097/phh.0000000000000502.

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30

Kumar, Vikas, and Aashish Bhardwaj. "Identity Management Systems." International Journal of Strategic Decision Sciences 9, no. 1 (January 2018): 63–78. http://dx.doi.org/10.4018/ijsds.2018010105.

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This article describes how in today's digital world, customers have made it a common practice to maintain user accounts with different service providers to access a range of services. In such environment, all attributes of the identity must be verified to operate, otherwise the resources would be vulnerable to financial and data loss. This article contends that makes it important to form an Identity Management System, which could provide central administration, user self- service, role based access control and integrated user management. Identity Management becomes very much vital for the environment working with multiple technologies, as it governs an entity (i.e. a human or a software agent) to authenticate and authorize for accessing the network via multiple technologies. Successful Identity Management increases the efficiency, security, access control and decreases the complexity, cost and many repetitive works. Essential features of present day identity management systems have been identified in the present work. A comparative analysis of these identity management systems has been carried out to establish the present-day industry practices. Along with that, specific challenges to the present-day identity management systems have been identified. The article helps in the identification of suitable Identity Management System for specific applications.

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31

Galup, Stuart D., Ronald Dattero, and Richard C. Heeks. "Knowledge Management Systems." Information Resources Management Journal 15, no. 1 (January 2002): 22–27. http://dx.doi.org/10.4018/irmj.2002010103.

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32

Spinellis, Diomidis. "Package Management Systems." IEEE Software 29, no. 2 (March 2012): 84–86. http://dx.doi.org/10.1109/ms.2012.38.

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33

Hoare, Clive E. "Appreciative Management Systems." TQM Magazine 6, no. 1 (February 1994): 35–37. http://dx.doi.org/10.1108/09544789410052732.

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34

Krevit, Leah. "Database Management Systems." Medical Reference Services Quarterly 6, no. 4 (March 4, 1988): 65–68. http://dx.doi.org/10.1300/j115v06n04_07.

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35

Aronow, David B. "Management information systems." Health Care Management Review 13, no. 4 (1988): 59–64. http://dx.doi.org/10.1097/00004010-198823000-00008.

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36

Lindamood, Mary O. "Management Information Systems." Dimensions of Critical Care Nursing 4, no. 3 (May 1985): 191. http://dx.doi.org/10.1097/00003465-198505000-00015.

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37

Kueng, Peter. "Workflow management systems." ACM SIGGROUP Bulletin 18, no. 3 (December 1997): 32–34. http://dx.doi.org/10.1145/270832.270840.

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38

Brown, R. G. "Building management systems." Property Management 8, no. 3 (March 1990): 212–19. http://dx.doi.org/10.1108/eum0000000003365.

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39

Wuttke, Heinz‐Dietrich, and Karsten Henke. "Learning management systems." Interactive Technology and Smart Education 6, no. 2 (May 14, 2009): 97–107. http://dx.doi.org/10.1108/17415650910968107.

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40

Rutherford, Scott. "Integrated Management Systems." Quality Management Journal 22, no. 4 (January 2015): 66. http://dx.doi.org/10.1080/10686967.2015.11918451.

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41

Clark, Thomas D. "Corporate systems management." Communications of the ACM 35, no. 2 (February 1992): 61–75. http://dx.doi.org/10.1145/129630.129633.

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42

Phythian, Gary John. "Management Expert Systems." Journal of the Operational Research Society 40, no. 12 (December 1989): 1159–60. http://dx.doi.org/10.1057/jors.1989.201.

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43

Peck, Simon. "Management Information Systems." Journal of the Operational Research Society 41, no. 4 (April 1990): 359–60. http://dx.doi.org/10.1057/jors.1990.61.

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44

Salend, Shencer J. "Contingency Management Systems." Academic Therapy 22, no. 3 (January 1987): 245–53. http://dx.doi.org/10.1177/105345128702200303.

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45

Fisher, Adrian. "Copier management systems." Facilities 5, no. 10 (October 1987): 7–8. http://dx.doi.org/10.1108/eb006419.

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46

Tracy, Kim. "Identity management systems." IEEE Potentials 27, no. 6 (2008): 34–37. http://dx.doi.org/10.1109/mpot.2008.929295.

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47

Su, Sophia, Kevin Baird, and Herb Schoch. "Management control systems." Journal of Accounting & Organizational Change 13, no. 1 (March 6, 2017): 2–24. http://dx.doi.org/10.1108/jaoc-03-2015-0032.

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Purpose This paper aims to examine the association between the interactive and diagnostic approaches to using controls and Miller and Friesen’s (1984) organizational life cycle (OLC) stages (birth, growth, maturity, revival). Design/methodology/approach Data were collected from a random sample of 343 general managers in Australian manufacturing organizations. Findings The results indicate that both approaches are used to a greater extent in the growth and revival stages than the birth and maturity stages, whereas the interactive and diagnostic approaches are used to a similar extent in each of the four OLC stages. Research limitations/implications This study contributes to the management control system literature by examining the use of the interactive and diagnostic approaches from an OLC perspective. The findings highlight that the complementary nature of the interactive and diagnostic approaches applies in each OLC stages, and suggest that similar attention should be placed on the use of both the interactive and diagnostic approaches in each OLC stage. Practical implications The study provides managers with an insight into the prevalence of the use of interactive and diagnostic approaches across the birth, growth, maturity and revival stages. Originality/value This study contributes to the management control system literature by adopting the configuration approach to examine how multiple contingent variables simultaneously affect the approach to using controls. Specifically, this study examines how organizations adjust their emphasis on Simons’ (1995) interactive and diagnostic approaches to using controls as they move across different development stages. These development stages were labelled as OLC stages and are determined based on the simultaneous consideration of multiple contingent factors.

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48

Eid, Bradley F., and Hans-Juergen Nitzpon. "Base management systems." Journal of the Acoustical Society of America 124, no. 6 (2008): 3364. http://dx.doi.org/10.1121/1.3047391.

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49

THOMAS, ALICE M. "Management Information Systems." Nursing Management (Springhouse) 17, no. 7 (July 1986): 23???25. http://dx.doi.org/10.1097/00006247-198607000-00008.

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50

Hovden, Jan. "Safety Management Systems." Safety Science 24, no. 2 (November 1996): 157–58. http://dx.doi.org/10.1016/s0925-7535(97)87882-4.

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