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Relevant bibliographies by topics / MANAGERIAL PROCESS

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Academic literature on the topic 'MANAGERIAL PROCESS'

Author: Grafiati

Published: 11 September 2023

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Journal articles on the topic "MANAGERIAL PROCESS"

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Abraham, Steven E., Lanny A. Karns, Kenneth Shaw, and Manuel A. Mena. "Managerial competencies and the managerial performance appraisal process." Journal of Management Development 20, no. 10 (December 2001): 842–52. http://dx.doi.org/10.1108/02621710110410842.

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Hrabal, Martin. "Process-Oriented Managerial Accounting." International Advances in Economic Research 22, no. 2 (March 12, 2016): 225–27. http://dx.doi.org/10.1007/s11294-016-9565-0.

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Greenall, Paul. "Managerial process: the reflective practitioner." Leadership in Health Services 17, no. 3 (September 2004): 8–12. http://dx.doi.org/10.1108/13660750410550539.

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Breaugh, James A. "Modeling the managerial promotion process." Journal of Managerial Psychology 26, no. 4 (May 3, 2011): 264–77. http://dx.doi.org/10.1108/02683941111124818.

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Overvest, Bastiaan M., and Jasper Veldman. "Managerial incentives for process innovation." Managerial and Decision Economics 29, no. 7 (October 2008): 539–45. http://dx.doi.org/10.1002/mde.1416.

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TICHÁ, I., J. HRON, and J. FIEDLER. "Managerial decision making – importance of intuition in the rational process." Agricultural Economics (Zemědělská ekonomika) 56, No. 12 (December 20, 2010): 553–57. http://dx.doi.org/10.17221/169/2010-agricecon.

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The article contributes to the debate over the use of intuition in the managerial decision making. A brief overview of the debate is further elaborated with the comparison of findings brought about by two surveys conducted in the field settings. The comparison shows some similarities – for instance, the number of respondents admitting their reliance on intuition in decision making, but also some major differences.

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Kozina, Andrzej W. "MANAGERIAL ROLES AND FUNCTIONS IN NEGOTIATION PROCESS." Business, Management and Education 12, no. 1 (June 30, 2014): 94–108. http://dx.doi.org/10.3846/bme.2014.07.

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The paper is focused on negotiation processes performed in a company and presents author’s concept of the description of the roles and functions accomplished by managers within those processes and being of significant importance from the point of view of negotiations’ outcomes. Such a concept aims at providing the analysis and conducting of business negotiations with effective support. Firstly (following introduction), the concept, types, and comprehensive model of such negotiations is presented as a useful methodological framework for specifying managerial roles and functions. Secondly, some classic concepts of those roles are reviewed, drawing special attention to the ones that concern negotiation process. Thirdly, general managerial functions within that process are described. Fourthly, those functions are precised by relating them to typical hierarchical levels. Fifthly, peculiar managerial functions within negotiating team are discussed. Finally, specific issue of the role of manager as a mediator is addressed. Summing up the paper, the crucial areas for subsequent research were pointed out. In order to elaborate the presented concept the author carried out the comparative study of negotiation literature as well as developed his original ideas.

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Lambert, Lee R. "Book Review: Project Management: The Managerial Process." Project Management Journal 32, no. 4 (December 2001): 61. http://dx.doi.org/10.1177/875697280103200410.

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Bititci, Umit S., Fran Ackermann, Aylin Ates, John Davies, Patrizia Garengo, Stephen Gibb, Jillian MacBryde, et al. "Managerial processes: business process that sustain performance." International Journal of Operations & Production Management 31, no. 8 (July 19, 2011): 851–91. http://dx.doi.org/10.1108/01443571111153076.

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French, Monique L., and Richard Discenza. "Returns in process industries: a managerial perspective." Management Research News 29, no. 12 (December 2006): 769–81. http://dx.doi.org/10.1108/01409170610717808.

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Dissertations / Theses on the topic "MANAGERIAL PROCESS"

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Dann, Trayton David. "The process of managerial work in the hospitality industry." Thesis, University of Surrey, 1990. http://epubs.surrey.ac.uk/1006/.

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Denysenko, Stanislava. "THEORY OF BUSINESS PROCESS REENGINEERING AS ONE OF THE EFFECTIVE MANAGERIAL TOOL IN TIMES OF ECONOMIC DOWNTURNS." Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-73916.

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Business process reengineering (BPR) was analyzed as one of the approaches to considerably improve the performance of the enterprise. The actuality of BPR in times of economic downturn was evaluated. The historic evolution of the concept was examined and findings about the economic nature of BPR emergence were made. The dependence of BPR actuality and simplicity of BPR usage on the level of enterprise business process maturity was shown. A conclusion about optimal point was made via depicting the interrelations graphically. Advantages of BPR usage for enterprises of different sizes were proved and specified. Benefits of BPR were compared with benefits of other related methods like ERP, JIT, TQM and Continuous Improvement. The future possible development of the BPR was analyzed. There offered possible further directions of research in the area of BPR based on current limitations of the concept. Results of the research may be used in companies of maturity level one to three, taking into account size of the company and current state of business process maturity.

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Wang, Yunong. "How should I care? Understanding the Front-Line Managerial Compassion Process." Thesis, Griffith University, 2020. http://hdl.handle.net/10072/390786.

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This research explores front-line managerial (FLM) compassion capability. The fast-paced working environment with increased demands and limited resources have made the contemporary workplace an emotional arena for employees (Fineman, 2000). The accumulation of distressful emotions has been recognised as one of the influencing factors to employees’ general wellbeing and commitment towards the organisation (Holtom, Mitchell, Lee, & Eberly, 2008). The concern of the accumulated distress in return highlights the importance of facilitating compassion in an organisation (Dutton, Frost, Worline, Lilius, & Kanov, 2002; Dutton, Lilius, & Kanov, 2007; Frost, 1999) because compassion has been recognised to have various benefits that specifically deals with individuals’ emotional suffering at work (Dutton et al., 2007). This thesis defines FLM as managers who have supervisory responsibilities and have frequent interactions with their employees (Purcell & Hutchinson, 2007). Purcell and Hutchinson (2007) contend that managers who have been given opportunities to frequently interact with employees are considered as a lynchpin in organisations’ daily operation. Such role makes FLMs the prime candidates to facilitate compassion during their interactions with employees and therefore they are selected as the focal actor to study compassion capability. Organisational compassion scholars have explored areas of workplace spirituality (Petchsawang & Duchon, 2012), self-compassion and mindfulness (Raab, 2014) and organisation compassion capabilities (Madden, Duchon, Madden, & Plowman, 2012). However, the current organisational compassion literature has not obtained a clear understanding of how compassion interactions between two individuals in workplace unfolds and (Dutton, Workman, & Hardin, 2014; Kanov, Powley, & Walshe, 2016). The empirical explorations of organisational compassion have previously focused on what behaviours are considered as compassion in the workplace without much consideration of how the compassion actor notices suffering or how the compassion actor feels when encounter the suffering (Lilius et al., 2008; Lilius, Worline, Dutton, Kanov, & Maitlis, 2011). Therefore, this thesis aims to close the gap in the current organisational compassion literature and further explore FLMs’ compassion capabilities (Dutton, Worline, Frost, & Lilius, 2006; Kanov et al., 2004). This research is underpinned by a theoretical framework that is based on Dutton, Workman and Hardin’s compassion process model (2014). The update of Dutton et al.’s (2014) model is done through incorporating theories from multiple disciplines including emotion intelligence (Mayer, Caruso, & Salovey, 2016), coping and appraising (Lazarus & Folkman, 1984), taxonomy of emotions (Shaver, Schwartz, Kirson, & O’Connor, 1987), social support (Gleason & Iida, 2015) and non-verbal display theory (Bonaccio, O’Reilly, O’Sullivan, & Chiocchio, 2016). The concept of suffering in this research is broadly defined as a form of incrementally accumulated emotional distress and is relevant to the organisation’s daily operations. The empirical exploration in this research is guided by the interpretivist philosophical paradigm and qualitative methodology. This research collects data from two participating organisations (Mantra Hotel Group and Gold Coast University Hospital) with a total of 28 participants (11 FLMs, 17 Employees). A semi-structured interview method is used to gather narratives and stories from the participants. Interviews are transcribed and analysed using NVivo to code the data and organise the codes into themes. The findings of this study make numerous contributions to theory and practice. On a theoretical basis, this is the first study that closely explores the process view of compassion in the context of the FLM- employee dynamic. The findings of this research also expands the understanding of FLM’s compassion process and found that when FLMs notice employees’ suffering, they utilised their emotional intelligence capabilities to perceive and understand employees’ emotions (Mayer et al., 2016). Further, FLMs’ experienced emotions (love, sadness and anger) are primarily unpleasant and they utilise cognitive appraisals to cope with the experienced emotions during the compassion process. When responding to employees’ suffering, FLMs’ selected social support actions and non-verbal cues which influence the exemplification of compassion. Preceding compassion process literature has not yet recognised the importance of compassion focal actor’s emotional intelligence and various other capabilities (Dutton et al., 2014). On an empirical basis, this research is one of the first to collect data from real life workplaces that provide empirical support to the conceptualisation of compassion process view. The findings can empirically support future studies such as quantitatively examining the correlations between FLMs’ emotion-related abilities and their capabilities of responding in compassion. From a practical viewpoint, the findings from this research will aid organisation practitioners to reinforce training and development for FLMs to advance their emotion-related abilities (e.g., emotional intelligence, non-verbal communication & appraisal and coping) and therefore enhance their capabilities to interact with employees in a compassionate manner. This research provides a solid platform for future research in this emerging field of study.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Dept Empl Rel & Human Resource
Griffith Business School
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Phillips, Danielson Waltraud. "Managerial Problem Definition: A Descriptive Study of Problem Definers." Thesis, North Texas State University, 1985. https://digital.library.unt.edu/ark:/67531/metadc331384/.

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This research examines problem definition as the first step in a sequential problem solving process. Seventy-seven managers in four diverse organizations were studied to determine common characteristics of problem definers. Among the variables considered as differentiating problem definers from non-problem definers were cognitive style, personal need characteristics, preference for ideation, experience, level of management, and type and level of education. Six hypotheses were tested using the following instruments: the Problem Solving Inventory, the Myers-Briggs Type Indicator Schedule, the Preference for Ideation Scale, the Edwards Personal Preference Schedule, a Problem Definition Exercise, and a Personal Data Questionnaire. Among the managers studied, only twelve were found to be problem definers. Such small numbers severely limit the ability to generalize about problem definers. However, it is possible that problem definers are scarce in organizations. In terms of cognitive style, problem definers were primarily thinking types who preferred evaluation to ideation in dealing with problems, making judgmental decisions on the basis of collected facts. Problem definers were not predominant at lower levels of the organization. One-third of the problem definers held upper level management positions while another one-fourth were responsible for specialized activities within their organizations, overseeing special projects and individuals much like upper level managers. Sixty-eight of the problem definers had non-business educations with none having more than a bachelors degree. As knowledge and judgment on which to base evaluation expands, managers may become less adept at defining problems and more adept at selecting and implementing alternatives. Several tentative hypotheses can be tested in future research including: 1) determining whether problem definers are scarce in organizations, 2) determining whether problem definers are more prevalent in some types of organizations than others, 3) verifying unique cognitive and personal need characteristics, 4) determining whether non-managers rather than managers have problem defining skills.

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Manenti, Simone Alexandra. "O processo de construção do perfil de competências gerenciais para enfermeiros coordenadores de área hospitalar." Universidade de São Paulo, 2008. http://www.teses.usp.br/teses/disponiveis/7/7131/tde-16052008-103143/.

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As mudanças no perfil do profissional enfermeiro se configuram historicamente em função da dinâmica que ocorre no mercado de trabalho em saúde, que por sua vez, sofre influências do contexto econômico, social e cultural. A crescente competitividade das organizações de saúde demanda a busca por profissionais cada vez mais qualificados e capacitados. A necessidade de incremento de competências assistenciais, gerenciais, de pesquisa e ensino objetivando o exercício da profissão, incorpora-se progressivamente ao perfil do profissional. O presente estudo teve como objetivos: construir o perfil de competências gerenciais, consensuado por enfermeiros coordenadores de área, para subsidiar um plano de desenvolvimento gerencial dos mesmos; identificar como os enfermeiros coordenadores de área percebem o processo de trabalho gerencial que desenvolvem na instituição hospitalar; analisar a percepção dos enfermeiros coordenadores quanto às competências necessárias para atuar no processo de trabalho gerencial e identificar as convergências e divergências entre o perfil de competências traçado pelos enfermeiros coordenadores e o perfil de competências definido pela Gerência de Enfermagem e Serviço de Educação Continuada. Caracterizado como um estudo qualitativo optou-se pela modalidade da pesquisa-ação. Esse método pressupõe a pesquisa voltada para a descrição de situações concretas e para a intervenção orientada em função da resolução de problemas efetivamente detectados na prática. O cenário da pesquisa foi um hospital filantrópico do município de São Paulo. Participaram da mesma, 13 enfermeiros coordenadores de área. A coleta de dados ocorreu por meio da técnica de grupo focal, com a realização de 04 encontros. A análise dos dados foi realizada com base nos referenciais teóricos relacionados a processo de trabalho e competências gerenciais. Os resultados permitiram construir um plano de desenvolvimento profissional para os enfermeiros coordenadores de área, pautado em competências que atendam as dimensões técnica, ético-política, comunicativa e de desenvolvimento da cidadania. Entre as competências essenciais, atribui-se maior ênfase às relacionadas aos papéis de mentor, coordenador e diretor. A análise do processo de trabalho gerencial dos enfermeiros coordenadores de área e o estudo das competências necessárias para um melhor desempenho no âmbito gerencial mostraram-se importantes, pois possibilitam problematizar as necessidades de aprimoramento e desenvolvimento desses profissionais de modo articulado, atendendo as demandas pessoais, profissionais e organizacionais
The changes in the professional nurse\'s profile set up historically in function of the dynamics occur in the health labor market, which then, suffer influences of the economics, social and cultural context. The increasing competitiveness of the health organizations demands the search of professional nurses more and more qualified and enabled. The necessity of development of the assistance competences, managerial, of research and teaching objectifying the exercise of the profession, it incorporates progressively to the professional\'s profile. The present study had as objectives: build the profile of managerial competences, according to coordinating nurses of area, to subsidize a plan of managerial development of the same; identify how the coordinating nurses of area realize the process of managerial working that develop in the hospitable institution; analyze the perception of the coordinating nurses regarding the necessary competences to act in the process of managerial working and identify the convergences and divergences among competences profile traced by the coordinating nurses and the competences profile defined by the Nursing and Service Management of Continued Education. Characterized as a qualitative study, was opted by the modality of the research-action. That method presupposes the research geared to the description of concrete situations and for the intervention guided regarding the problem solving indeed detected in the practice. The scenery of the research was a philanthropically hospital, in São Paulo, Municipal district. They took part in, thirteen coordinating nurses of area. The data collection occurred by means of the technique of focal group, it was made four encounters. The analysis of the data was accomplished based on theoretical references related to the working process and managerial competences. The results allowed to build a plan of professional development for the coordinating nurses of area, ruled in competences that answer the technical dimensions, ethic-politics, talkative and of development of the citizenship. Among essential competences, it assigns larger emphasis to the related to mentor, coordinator and director\'s roles. The analysis of the process of managerial working of the coordinating nurses of area and study of the necessary competences for a better performance in the managerial scope, they showed important, because they enable to create a problematic the needs to refinement and development of these coordinating nurses in an articulated manner, answering the personal, professional institutional demands

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Carlsson, Mattias, and Annika Egnell. "Managerial, Technical and Co-learning : Different Practices in Process Support for Software Development." Thesis, Blekinge Tekniska Högskola, Institutionen för arbetsvetenskap och medieteknik, 2002. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-5682.

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This Master Thesis looks into software development processes and the work activities these need to support. Hesitation against process support within Software developing organisations combined with a possibility to develop process support for such a company, made the foundation for this thesis. The reference company where the study took place is a large worldwide Telecom company where we focused on one design department with 25 people. Instead of using Participatory Design (PD) [Schuler, Namioka] as a method for Software development as traditionally, we used it for developing process support together with the people at the department. Three different supports for different project processes were created with PD and an evolutionary way of work together with the ?designers?. We came to a complex project environment which required control in several aspects such as project sponsoring, project management, line management, design maintenance etc. We saw a way of working that was following a common agreed way of work by the group that is formed by socio-emotional aspects and co-learning aspects [Hägerfors, 1995]. In contrast to this, the study showed that the available process support and also the use of the process support had a clear concentration towards a management focus ? the control function. The available process support and the use of this did not really consider the aspects of Socio-emotional or Co-learning. Existing process support was built around documents that became evidence for actual activities during the project. The process support developed during this study (by us and the designers) finally also got that concentration. A conclusion is that when the organisation puts high requirements on control of projects, this will also affect the way the organisation wants support for work. This is the missing point.

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Fowler, Kendra. "AN EXPANSION OF RETAIL SITE SELECTION THEORY: INCORPORATING MANAGERIAL INTUITION AND PROCESS QUALITY." Kent State University / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=kent1310671063.

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Jordánek, Jakub. "Návrh na změnu organizační struktury s ohledem na změny v oborovém odvětví firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2013. http://www.nusl.cz/ntk/nusl-224166.

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This thesis deals with a proposal of changes in the organizational structure of the company VELUX Czech Republic Ltd., with respect to changes in its industry sector. Changes in this sphere are the opportunities and threats coming from the external environment of the company which the company management must be able to respond to. The proposed changes in the organizational structure should contribute to the achievement of company strategic goals.

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De, Souza Gita. "An examination of the organizational glass ceiling : its process, and implications for managerial staffing." The Ohio State University, 1994. http://rave.ohiolink.edu/etdc/view?acc_num=osu1260274172.

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DeSouza, Gita. "An examination of the organizational glass ceiling : its process, and implications for managerial staffing /." The Ohio State University, 1994. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487859313344967.

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Books on the topic "MANAGERIAL PROCESS"

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1952-, Larson Erik W., ed. Project management: The managerial process. New York, NY: McGraw-Hill Education, 2014.

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F, Gray Clifford, ed. Project Management: The managerial process. 5th ed. New York, USA: McGraw-Hill Irwin, 2011.

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The managerial decision-making process. 4th ed. Boston: Houghton Mifflin, 1995.

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Harrison, E. Frank. The managerial decision-making process. 5th ed. Boston: Houghton Mifflin, 1999.

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The managerial decision-making process. 3rd ed. Boston: Houghton Mifflin Co., 1987.

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Haberfeld, M. R. Police leadership: Organizational and managerial decision-making process. 2nd ed. Boston: Pearson, 2013.

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Eureka, William E. The process-driven business: Managerial perspectives on policy management. Dearborn, Mich: ASI Press, 1990.

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Xiang mu guan li jiao cheng: The managerial process. Beijing: Ren min you dian chu ban she, 2005.

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Pickett, K. H. Spencer. Auditing the risk management process. Hoboken, N.J: Wiley, 2005.

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C, Jayachandran, and Guijin Lin, eds. The managerial process and impact of foreign investment in greater China. Greenwich, Conn: JAI Press, 1999.

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Book chapters on the topic "MANAGERIAL PROCESS"

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Rao, T. V. S. Ramamohan, and Ranjul Rastogi. "The Corporate Decision Process." In Discretionary Managerial Behavior, 23–41. Boston, MA: Springer US, 1997. http://dx.doi.org/10.1007/978-1-4615-6073-9_2.

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Lee, Gloria L. "Managerial Strategies, Information Technology and Engineers." In New Technology and the Labour Process, 91–117. London: Palgrave Macmillan UK, 1988. http://dx.doi.org/10.1007/978-1-349-19242-7_5.

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Ali, Fazlin, and Alan Lowe. "Imbrication in Operational Control Practices: Evidence from a Complex Process Industry Setting." In Materiality and Managerial Techniques, 249–80. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-66101-8_10.

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Kleszczowski, Julien, and Nathalie Raulet-Croset. "Social Impact Measurement as a Dynamic Process: A Study in a French Non-profit Organization." In Materiality and Managerial Techniques, 325–54. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-66101-8_13.

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Kivilcim, Fulya. "The Evolution of Globalization Process and Its Implications." In Managerial Issues in Finance and Banking, 51–66. Cham: Springer International Publishing, 2013. http://dx.doi.org/10.1007/978-3-319-01387-9_3.

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Friedman, Andrew. "Managerial Strategies, Activities, Techniques and Technology: Towards a Complex Theory of the Labour Process." In Labour Process Theory, 177–208. London: Palgrave Macmillan UK, 1990. http://dx.doi.org/10.1007/978-1-349-20466-3_6.

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Hazama, Hiroshi. "Theory of Managerial Familism and its Formative Process." In The History of Labour Management in Japan, 10–32. London: Palgrave Macmillan UK, 1997. http://dx.doi.org/10.1007/978-1-349-25404-0_2.

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Dilek, Serkan. "Economic Approach to Consumption in the Process of Global Crisis: 2007–2009 Period." In Managerial Issues in Finance and Banking, 77–86. Cham: Springer International Publishing, 2013. http://dx.doi.org/10.1007/978-3-319-01387-9_5.

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Maranto, Daniel, Luis Garcia-Calderon, and Javier Reynoso. "Exploring Managerial Perceptions of the Innovation Process in Mexico." In Understanding Organizations in Complex, Emergent and Uncertain Environments, 143–53. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9781137026088_8.

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Saleem, Hamza, Yongjun Li, Zulqurnain Ali, Aqsa Mehreen, and Muhammad Salman Mansoor. "An empirical investigation on how big data analytics influence China SMEs performance: do product and process innovation matter?" In Corporate Performance and Managerial Ties in China, 9–34. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003216896-2.

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Conference papers on the topic "MANAGERIAL PROCESS"

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Hailey, W. A., C. W. Barnes, and E. J. Ryan. "Managerial Goals and the Strategic Planning Process." In SPE Annual Technical Conference and Exhibition. Society of Petroleum Engineers, 1990. http://dx.doi.org/10.2118/20511-ms.

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Jung, Younghan, and Thomas Mills. "Managerial Process Standardization through Illustrative Case Study." In 28th International Symposium on Automation and Robotics in Construction. International Association for Automation and Robotics in Construction (IAARC), 2011. http://dx.doi.org/10.22260/isarc2011/0205.

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Dobrin, Gabriel-Ionel, Persida Cechin-Crista, and Melania-Elena Miculeac. "NThe Process of Assuming Managerial Risk in Contemporary Economy." In The 7th International Scientific Conference "Business and Management 2012". Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2012. http://dx.doi.org/10.3846/bm.2012.136.

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Ramdass, Kem. "Key leadership factors towards business process improvement: a managerial focus." In 2015 Portland International Conference on Management of Engineering and Technology (PICMET). IEEE, 2015. http://dx.doi.org/10.1109/picmet.2015.7273104.

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Almasan, Beatrice, and Maria Alexe. "EDUCATIONAL MANAGERIAL GROUP - BETWEEN ACADEMIC TUTORIAL AND MANAGERIAL RESPONSIBILITIES IN DISTANCE LEARNING." In eLSE 2014. Editura Universitatii Nationale de Aparare "Carol I", 2014. http://dx.doi.org/10.12753/2066-026x-14-143.

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The subject of this article immerges from a large project of construction, implementation and evaluation in distance learning. The project itself is the result of 14 years of experience and know-how of Bucharest University Distance Learning Department. The research question concerns the importance of group manager's task inside the distance learning process. Is this role still crucial in developing the distance learning process? A sequential question, derived from the main one concerns the evolution of his role and the design of the group manager's task and communication channels developed with the students. The analysis, which has as a background a series of best practices developed by CREDIS Department, tries to offer theoretical arguments for the importance of this role and designs research lines and main stages concerning the subject. Briefly these are: - A documentary stage concerning literature of the domain in Romania and abroad. - Analysis of ethical and moral implication of different types of communication - The design of the ideal profile of the group manager - Methodology leading to the profile development. - A stage of identifying students' need and their perception of different actors implicated in the described project. - Brief overview of CREDIS experience as examples for best practices. In order to achieve an accurate analysis of the group manger's profile some methodological approaches and way of designing the curricula are going to be listed. The study leads to the conclusion that a combination of academic and managerial tutorial activity represents the key to success, as well as the background for developing the21st. century learning system.

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Rajavat, Anand, and Vrinda Tokekar. "Effect of managerial dimensions on reengineering process of legacy software systems." In 2014 Conference on IT in Business, Industry and Government (CSIBIG). IEEE, 2014. http://dx.doi.org/10.1109/csibig.2014.7056960.

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Rungworawut, Wararat, Twittie Senivongse, and Karl Cox. "Achieving Managerial Goals in Business Process Components Design Using Genetic Algorithms." In 5th ACIS International Conference on Software Engineering Research, Management & Applications (SERA 2007). IEEE, 2007. http://dx.doi.org/10.1109/sera.2007.38.

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Hauke, Krzysztof. "Process Approach to Management Knowledge Objects Managerial Expertise for Distance Learning." In 2015 Federated Conference on Computer Science and Information Systems. IEEE, 2015. http://dx.doi.org/10.15439/2015f328.

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Vrolijk, Hans C. J., and Eelko K. R. E. Huizingh. "An Empirical Evaluation of the Scale Sensitivity in the AHP: An Assessment of Managerial Implications." In The International Symposium on the Analytic Hierarchy Process. Creative Decisions Foundation, 1996. http://dx.doi.org/10.13033/isahp.y1996.020.

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Grishchenko, Marina, and Mariya Tsvil. "FORECASTING THE ECONOMIC PROCESS USING ECONOMETRIC ANALYSIS." In Economy of Russia: problems, trends, forecasts. au: AUS PUBLISHERS, 2021. http://dx.doi.org/10.26526/conferencearticle_61cc296be8dee5.11017419.

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The article considers the necessity of using econometric research methods in the analysis and forecasting of economic processes and phenomena. A concrete example of managerial decision making examined in the given article is based on the assumption of an econometric model and it’s ability to analyze the effectiveness of applying different types of advertising on the company's activities

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Reports on the topic "MANAGERIAL PROCESS"

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Lysokon, Illia. Organizational aspects of implementation of digital technologies in the management of investments of a higher educational institution=Організаційні аспекти впровадження цифрових технологій в управлінні інвестиціями закладу вищої освіти. Молодий вчений, 2023. http://dx.doi.org/10.31812/123456789/7056.

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The relevance of the researchlies in the fact that at the current stage of the development of society, the informatization process occupies one of the leading places. The educational sector is not an exception. For more than 20 years, the domestic educational and scientific space of Ukraine has been implementing information and communication tools. Nowadays, in conditions of a social crisis, such as military aggression in Ukraine (since 2014) and a global pandemic due to COVID-19 (since 2020), the pace of adoption of digital technologies in the educational environment has accelerated. It is an undeniable fact that the digitalization of higher education concerns not only the educational process or scientific activity, but managerial activity as well. The aim of the studyis to conduct an analysis of the available educational and informational resources that may be used in professional activities to manage the educational investments of a higher educational institution.

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Shostak, Ray, Martín Alessandro, Peter Diamond, Edgardo Mosqueira, and Mariano Lafuente. The Center of Government, Revisited: A Decade of Global Reforms. Inter-American Development Bank, July 2023. http://dx.doi.org/10.18235/0004994.

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The institutions and units at the Center of Government (CoG) provide managerial direction and coherence to the complex machinery of government to accelerate the delivery of its priority objectives. In recent years, economic, social, political, and technological transformations have reshaped the functions of the CoG, as well as the tools available to CoG practitioners. For example, the acceleration of multidimensional transformations and disruptions--including pandemics, climate hazards, economic crises, technological developments, and global conflicts--has enhanced the value of anticipatory governance and foresight, cross-ministerial planning and policy design, and real-time performance monitoring and intervention. This publication takes stock of these and other innovations, based on learnings from a decade of reforms, globally and in Latin America and the Caribbean. It presents both an updated conceptual understanding of the work of the CoG and a set of specific routines, instruments, and step-by-step actions that should be considered in the process of strengthening the CoG capacity. It also includes an assessment tool to guide practitioners in identifying the key CoG functions and activities most in need of development or enhancement in their specific context.

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Bourrier, Mathilde, Michael Deml, and Farnaz Mahdavian. Comparative report of the COVID-19 Pandemic Responses in Norway, Sweden, Germany, Switzerland and the United Kingdom. University of Stavanger, November 2022. http://dx.doi.org/10.31265/usps.254.

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The purpose of this report is to compare the risk communication strategies and public health mitigation measures implemented by Germany, Norway, Sweden, Switzerland, and the United Kingdom (UK) in 2020 in response to the COVID-19 pandemic based on publicly available documents. The report compares the country responses both in relation to one another and to the recommendations and guidance of the World Health Organization where available. The comparative report is an output of Work Package 1 from the research project PAN-FIGHT (Fighting pandemics with enhanced risk communication: Messages, compliance and vulnerability during the COVID-19 outbreak), which is financially supported by the Norwegian Research Council's extraordinary programme for corona research. PAN-FIGHT adopts a comparative approach which follows a “most different systems” variation as a logic of comparison guiding the research (Przeworski & Teune, 1970). The countries in this study include two EU member States (Sweden, Germany), one which was engaged in an exit process from the EU membership (the UK), and two non-European Union states, but both members of the European Free Trade Association (EFTA): Norway and Switzerland. Furthermore, Germany and Switzerland govern by the Continental European Federal administrative model, with a relatively weak central bureaucracy and strong subnational, decentralised institutions. Norway and Sweden adhere to the Scandinavian model—a unitary but fairly decentralised system with power bestowed to the local authorities. The United Kingdom applies the Anglo-Saxon model, characterized by New Public Management (NPM) and decentralised managerial practices (Einhorn & Logue, 2003; Kuhlmann & Wollmann, 2014; Petridou et al., 2019). In total, PAN-FIGHT is comprised of 5 Work Packages (WPs), which are research-, recommendation-, and practice-oriented. The WPs seek to respond to the following research questions and accomplish the following: WP1: What are the characteristics of governmental and public health authorities’ risk communication strategies in five European countries, both in comparison to each other and in relation to the official strategies proposed by WHO? WP2: To what extent and how does the general public’s understanding, induced by national risk communication, vary across five countries, in relation to factors such as social capital, age, gender, socio-economic status and household composition? WP3: Based on data generated in WP1 and WP2, what is the significance of being male or female in terms of individual susceptibility to risk communication and subsequent vulnerability during the COVID-19 outbreak? WP4: Based on insight and knowledge generated in WPs 1 and 2, what recommendations can we offer national and local governments and health institutions on enhancing their risk communication strategies to curb pandemic outbreaks? WP5: Enhance health risk communication strategies across five European countries based upon the knowledge and recommendations generated by WPs 1-4. Pre-pandemic preparedness characteristics All five countries had pandemic plans developed prior to 2020, which generally were specific to influenza pandemics but not to coronaviruses. All plans had been updated following the H1N1 pandemic (2009-2010). During the SARS (2003) and MERS (2012) outbreaks, both of which are coronaviruses, all five countries experienced few cases, with notably smaller impacts than the H1N1 epidemic (2009-2010). The UK had conducted several exercises (Exercise Cygnet in 2016, Exercise Cygnus in 2016, and Exercise Iris in 2018) to check their preparedness plans; the reports from these exercises concluded that there were gaps in preparedness for epidemic outbreaks. Germany also simulated an influenza pandemic exercise in 2007 called LÜKEX 07, to train cross-state and cross-department crisis management (Bundesanstalt Technisches Hilfswerk, 2007). In 2017 within the context of the G20, Germany ran a health emergency simulation exercise with WHO and World Bank representatives to prepare for potential future pandemics (Federal Ministry of Health et al., 2017). Prior to COVID-19, only the UK had expert groups, notably the Scientific Advisory Group for Emergencies (SAGE), that was tasked with providing advice during emergencies. It had been used in previous emergency events (not exclusively limited to health). In contrast, none of the other countries had a similar expert advisory group in place prior to the pandemic. COVID-19 waves in 2020 All five countries experienced two waves of infection in 2020. The first wave occurred during the first half of the year and peaked after March 2020. The second wave arrived during the final quarter. Norway consistently had the lowest number of SARS-CoV-2 infections per million. Germany’s counts were neither the lowest nor the highest. Sweden, Switzerland and the UK alternated in having the highest numbers per million throughout 2020. Implementation of measures to control the spread of infection In Germany, Switzerland and the UK, health policy is the responsibility of regional states, (Länders, cantons and nations, respectively). However, there was a strong initial centralized response in all five countries to mitigate the spread of infection. Later on, country responses varied in the degree to which they were centralized or decentralized. Risk communication In all countries, a large variety of communication channels were used (press briefings, websites, social media, interviews). Digital communication channels were used extensively. Artificial intelligence was used, for example chatbots and decision support systems. Dashboards were used to provide access to and communicate data.

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