Relevant bibliographies by topics / Managing

Academic literature on the topic 'Managing'

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Published: 4 June 2021
Last updated: 11 March 2023

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Journal articles on the topic "Managing"

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Brigham, Lynette Eckes. "MANAGING THE MANAGING." Gastroenterology Nursing 32, no. 4 (July 2009): 293–94. http://dx.doi.org/10.1097/sga.0b013e3181b0e8f9.

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Brown, Michael. "Managing Changing Managing." Process Safety and Environmental Protection 78, no. 3 (May 2000): 173–74. http://dx.doi.org/10.1205/095758200530574.

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Weigand, Robert E. "Managing beliefs, managing silence." Business Horizons 37, no. 6 (November 1994): 58–65. http://dx.doi.org/10.1016/s0007-6813(05)80246-0.

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Kirk, Timothy W. "Managing Pain, Managing Ethics." Pain Management Nursing 8, no. 1 (March 2007): 25–34. http://dx.doi.org/10.1016/j.pmn.2006.12.004.

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Sherman, Ann. "Women Managing/Managing Women." Educational Management & Administration 28, no. 2 (April 2000): 133–43. http://dx.doi.org/10.1177/0263211x000282003.

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Stokvik, Hanne, Daniel J. Adriaenssen, Jon-Arild Johannessen, and Helene Sætersdal. "Managing knowledge resources." Problems and Perspectives in Management 14, no. 1 (March 2, 2016): 105–16. http://dx.doi.org/10.21511/ppm.14(1).2016.12.

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This article discusses the development of the type of knowledge held to be crucial for creativity and innovation, and which is referred to here as hidden knowledge. The research question investigated is: How can organizations develop hidden knowledge? The first purpose of the article is to bring forth a type of knowledge which can give some foundation for knowledge management and innovation. The second objective is to give some foundation for the HR-department, in order to bring knowledge management theory to practical use. The authors develop five propositions concerning a mini theory for the development of hidden knowledge. A descriptive framework of “knowledging” is also developed at the individual, team and organizational levels, for tacit, implicit, explicit and hidden knowledge, which can be used of the HR-department to increase innovation in the organization
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Opie, John. "Managing the Environment, Managing Ourselves." Environmental Ethics 23, no. 2 (2001): 219–22. http://dx.doi.org/10.5840/enviroethics200123232.

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Asubonteng Rivers, Patrick, and Kai‐Li Tsai. "Managing costs and managing care." International Journal of Health Care Quality Assurance 14, no. 7 (December 2001): 302–7. http://dx.doi.org/10.1108/09526860110409054.

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Sher, Paul Phillip. "Managing Disease, Managing the Team." Laboratory Medicine 28, no. 9 (September 1, 1997): 554. http://dx.doi.org/10.1093/labmed/28.9.554.

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Ahrentzen, Sherry Boland. "Managing Conflict by Managing Boundaries." Environment and Behavior 22, no. 6 (November 1990): 723–52. http://dx.doi.org/10.1177/0013916590226001.

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Dissertations / Theses on the topic "Managing"

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Lambert, Susan. "Managing lives, managing budgets : images of affordability." Thesis, Cardiff University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.364647.

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Lee, Garrett J. (Garrett James), and Chang Zen-Lee M. "Supply chain disruptions : managing risks vs. managing crises." Thesis, Massachusetts Institute of Technology, 2007. http://hdl.handle.net/1721.1/40096.

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Thesis (M. Eng. in Logistics)--Massachusetts Institute of Technology, Engineering Systems Division, 2007.
This electronic version was submitted by the student author. The certified thesis is available in the Institute Archives and Special Collections.
Includes bibliographical references (leaves 74-76).
This thesis looks at two back-to-back disruptive supply chain events, one due to a sole-supplier's bankruptcy and the other caused by Hurricane Rita, that occurred at a specialty chemical company, and uses these examples to demonstrate how managing crises is more costly than managing risks. In examining the events surrounding the sole-supplier bankruptcy, managing a crisis cost this specialty chemical company 45% more money than managing a risk. Through the findings of these two disruptive events, a framework, the Eye of Providence, is created to manage supply chain risks. First, an organization must determine how developed its risk-management protocol is. Next, by studying past disruptive events and determining the key impact factors, an organization could calculate and learn about the opportunity cost of managing crisis. Then, by continuously evaluating its suppliers and rigorously applying those key impact factors to the analysis of its supply chain practice, an organization could evaluate and identify its current vulnerabilities.
(cont.) Finally, by proactively monitoring event-based warning signals, or disruption indicators, an organization could assess its potential supply chain risks, and plan accordingly. Whether a company is low on the risk-maturity level or has already integrated risk management into its corporate culture, the process developed in this thesis serves as a versatile tool that can help businesses structure a more dynamic, resilient supply chain.
by Garrett J. Lee [and] Zen-Lee M. Chang.
M.Eng.in Logistics
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Kumpulainen, Taru. "Managing ServerHotel." Thesis, Högskolan Dalarna, Datateknik, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:du-2355.

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This graduate study was assigned by Unisys Oy Ab. The purpose of this study was to find tools to monitor and manage servers and objects in a hosting environment and to remotely connect to the managed objects. Better solutions for promised services were also researched. Unisys provides a ServerHotel service to other businesses which do not have time or resources to manage their own network, servers or applications. Contracts are based on a Service Level Agreement where service level is agreed upon according to the customer's needs. These needs have created a demand for management tools. Unisys wanted to find the most appropriate tools for its hosting environment to fulfill the agreed service level with reasonable costs. The theory consists of literary research focusing on general agreements used in the Finnish IT business, different types of monitoring and management tools and the common protocols used inthem. The theory focuses mainly on the central elements of the above mentioned topics and on their positive and negative features. The second part of the study focuses on general hosting agreements and what management tools Unisys has selected for hosting and why. It also gives a more detailed account of the hosting environment and its features in more detail. Because of the results of the study Unisys decided to use Servers Alive to monitor network and MS applications’ services. Cacti was chosen to monitor disk spaces, which gives us an idea of future disk growth. For remote connections the Microsoft’s Remote Desktop tool was the mostappropriate when the connection was tunneled through Secure Shell (SSH). Finding proper tools for the intended purposes with cost-conscious financial resources proved challenging. This study showed that if required, it is possible to build a professional hosting environment.
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Mariotti, Humberto, and Cristina Zauhy. "Managing Complexity." Universidad Peruana de Ciencias Aplicadas (UPC), 2014.

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This article is a brief introduction to complexity, complex thinking and complexitymanagement. Its purpose is to present an update on the applications of the complexitysciences particularly to the universe of corporations and management. It includes anexample taken from the globalized world and two more stories from the corporateenvironment. Some details on how to think about complexity and how to apply theconceptual and operative tools of complex thinking are provided. The article ends withsome remarks on personal, interpersonal and corporate benefits of the complexthinking.
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Dang, Jolyn. "Managing Expatriates in Asia US MNEs managing expatriates in China /." St. Gallen, 2004. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/01649482001/$FILE/01649482001.pdf.

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Löffler, Karin. "Managing technological limits /." Zürich : ETH, 2008. http://e-collection.ethbib.ethz.ch/show?type=diss&nr=17876.

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Karevoll, Njål. "Managing Index Repartitioning." Thesis, Norges teknisk-naturvitenskapelige universitet, Institutt for datateknikk og informasjonsvitenskap, 2011. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-13491.

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Careful architectural decisions are required in order to create a highly available and scalable search system. This requires an in-depth analysis and understanding of the architecture and context of each deployment. Different requirements placed upon the system by different deployments mean different solutions provide the best case by case result, thus benchmarks provide an invaluable source of information.This thesis provides an overview of common components and important aspects of a distributed search system. It then gives an overview of different partitioning techniques before going into the details of repartitioning and rebalancing in a document-partitioned full-text search system.A processing framework that draws inspiration from flow-based programming literature is introduced, which is shown a valuable tool in creating custom tailored search solutions. The implementation is used to benchmark different repartitioning and rebalancing strategies.In conclusion, the techniques mentioned in the thesis show great promise in creating custom, maintainable and flexible partitions. The processing framework enables each specific deployment to easily compare different partitioning schemes and associated manageability and maintenance costs to determine the best fit for any given situation.
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Yariv, Eliezer. "Managing challenging teachers." Thesis, University of Leicester, 2002. http://hdl.handle.net/2381/31020.

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Teachers' poor performance is estimated to prevail among 5-10 percent of the teaching force. Despite its damage to pupils and to schools' reputation it has been rarely studied. Two major empirical works (Bridges, 1986,1992 Wragg et al., 1999) described its antecedents and administrators' response. The current study examines, within the Israeli context, who are the poor perforating (referred as 'challenging') teachers How principals cope with their shortcomings and what is the hidden emotional dynamics within that dyad The theoretical framework follows the three-component model of attitude (Rosenberg & Ho viand, 1960 Eagly & Chaiken, 1998), which analyzes the findings according to its cognitive, behavior and affective components. The sample includes all the principals and 131 teachers who were working in 40 elementary schools in northern Israel In addition to a semi-structured interview with each principal, they also completed two questionnaires, one about a challenging teacher and one about an outstanding teacher. Having those two teachers and two additional teachers (marginal + outstanding) who filled similar questionnaires triangulated that information. Over seven percent of the teachers were identified as challenging, mostly these were veteran teachers who manifested either insensitiveness toward pupils or had low motivation- Relatively more of these teachers taught in deprived schools with inexperienced principals. The reasons for their difficulties were generally poor fit between personal characteristics and job demands. Half faced major life event changes, which deteriorated their performance. The principals of these teachers presented highly nurturing management style with little demanding of individual teachers. They evaluated the challenging teachers as performing below average they were emotionally ambivalent toward them and reduced support and increased their demands, in comparison to the outstanding teachers. Principals tended not to plan in advance, and coped with teachers' shortcomings more by overlooking and using soft measures than taking organizational measures and sanctions. Escalating the conflict damaged the principals-teacher relations and prevented finding a solution, while a planned and focused intervention, which included colleague teachers' assistance proved to be highly effective.
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Missaoui, Jonas, and Christopher Löfstrand. "Managing Management Consulting." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-194119.

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The management consulting industry is growing. The industryis also described as being exposed to increased pressure fromthe environment. An interesting question is then how resourcesare managed in management consulting firms in order tosustain competitive advantage. The purpose with this thesis isto investigate how firms in the management consulting industrymanage their resources through the lens of the resourcemanagement framework and if there are any signs of change.Through a multiple case study of the processes in two largemanagement consulting firms, the activity (i.e. the use ofresources) perceived as important for the leveraging ofcompetitive advantage is studied. The findings suggest thatcustomers have a much more central part in the resourcemanagement process than depicted in the resourcemanagement framework. The clearest signs of change refer tothe development of new career paths and an increased globalintegration of competencies.
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Middleton, Nigel Peter Jon. "Managing software quality." Thesis, Imperial College London, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.286299.

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Books on the topic "Managing"

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Allison, Mary Ann. Managing up, managing down. New York: Simon & Schuster, 1986.

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BZX628/Textbook, Open University, ed. Managing and managing people. 2nd ed. Milton Keynes: Open University, 2011.

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Managing and managing people. Milton Keynes: Open University, 2009.

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Managing multiple bosses. Waterford, CT: Bureau of Business Practice, 1999.

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Managing your boss. New York: DK Pub., 2003.

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1961-, Butler Mark, Charles Anthony, Loucks Laura 1968-, and Gorsebrook Research Institute for Atlantic Canada Studies., eds. Managing our fisheries, managing ourselves. Halifax, N.S: Gorsebrook Research Institute for Atlantic Canada Studies, 1998.

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Joe, Johnson. Managing time: Managing human resources. Oxford: NEBSM and Pergamon Open Learning, 1991.

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1968-, Loucks Laura, Charles Anthony, and Butler Mark 1961-, eds. Managing our fisheries, managing ourselves. Halifax, N.S: Gorsebrook Research Institute for Atlantic Canada Studies, 1998.

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Mintzberg, Henry. Managing. San Francisco: Berrett-Koehler Publishers, 2009.

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Mintzberg, Henry. Managing. San Francisco: Berrett-Koehler Publishers, 2009.

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Book chapters on the topic "Managing"

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Scharf, Peter C. "Managing Nitrogen." In Managing Nitrogen in Crop Production, 25–76. Madison, WI, USA: American Society of Agronomy and Soil Science Society of America, 2015. http://dx.doi.org/10.2134/2015.managing-nitrogen.c2.

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Scharf, Peter C. "Understanding Nitrogen." In Managing Nitrogen in Crop Production, 1–24. Madison, WI, USA: American Society of Agronomy and Soil Science Society of America, 2015. http://dx.doi.org/10.2134/2015.managing-nitrogen.c1.

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Karlsson, Jan Ch. "Managing Out, Managing Up and Managing Down." In Organizational Misbehaviour in the Workplace, 68–70. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230354630_21.

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Madge, Tim. "Managing Creativity, Managing Management." In Beyond the BBC, 136–57. London: Palgrave Macmillan UK, 1989. http://dx.doi.org/10.1007/978-1-349-20163-1_10.

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Powers, David. "Managing." In PHP 7 Solutions, 489–525. Berkeley, CA: Apress, 2019. http://dx.doi.org/10.1007/978-1-4842-4338-1_18.

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Lapompe, Jennifer. "Managing." In Social Working, 137–50. London: Macmillan Education UK, 1995. http://dx.doi.org/10.1007/978-1-349-23755-5_10.

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Harris, Rob. "Managing." In London’s Global Office Economy, 300–322. Abingdon, Oxon ; New York, NY : Routledge, 2021.: Routledge, 2021. http://dx.doi.org/10.1201/9781003129967-9.

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Mashapa, Job, Edna Chelule, Darelle Van Greunen, and Alida Veldsman. "Managing User Experience – Managing Change." In Human-Computer Interaction – INTERACT 2013, 660–77. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-40480-1_46.

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Kerley, Richard. "Managing Members or Members Managing?" In Managing in Local Government, 174–93. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23650-3_9.

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Stewart, Rosemary. "Managing and Managing the Job." In Managing Today and Tomorrow, 3–21. London: Palgrave Macmillan UK, 1994. http://dx.doi.org/10.1057/9780230375413_1.

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Conference papers on the topic "Managing"

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Leite, Iolanda, Hannaneh Hajishirzi, Sean Andrist, and Jill Lehman. "Managing chaos." In the 15th ACM. New York, New York, USA: ACM Press, 2013. http://dx.doi.org/10.1145/2522848.2522871.

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Finkelstein, Anthony, George Spanoudakis, and David Till. "Managing interference." In Joint proceedings of the second international software architecture workshop (ISAW-2) and international workshop on multiple perspectives in software development (Viewpoints '96). New York, New York, USA: ACM Press, 1996. http://dx.doi.org/10.1145/243327.243646.

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Barnhart, Stephen K. "Managing Alfalfa." In Proceedings of the First Annual Crop Production and Protection Conference. Iowa State University, Digital Press, 1990. http://dx.doi.org/10.31274/icm-180809-331.

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Tsunoda, Hiroshi, and Glenn Mansfield Keeni. "Managing syslog." In 2014 16th Asia-Pacific Network Operations and Management Symposium (APNOMS). IEEE, 2014. http://dx.doi.org/10.1109/apnoms.2014.6996575.

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Doyle, Julie, Emma Murphy, Janneke Kuiper, Suzanne Smith, Caoimhe Hannigan, An Jacobs, and John Dinsmore. "Managing Multimorbidity." In CHI '19: CHI Conference on Human Factors in Computing Systems. New York, NY, USA: ACM, 2019. http://dx.doi.org/10.1145/3290605.3300629.

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Blackwell, Lindsay, Emma Gardiner, and Sarita Schoenebeck. "Managing Expectations." In CSCW '16: Computer Supported Cooperative Work and Social Computing. New York, NY, USA: ACM, 2016. http://dx.doi.org/10.1145/2818048.2819928.

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Gui, Xinning, Yubo Kou, Kathleen H. Pine, and Yunan Chen. "Managing Uncertainty." In CHI '17: CHI Conference on Human Factors in Computing Systems. New York, NY, USA: ACM, 2017. http://dx.doi.org/10.1145/3025453.3025891.

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Lesk, Michael E. "Managing 3D." In the international workshop. New York, New York, USA: ACM Press, 2007. http://dx.doi.org/10.1145/1290082.1290083.

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Seifert, Leah Ann, and Vanadis Crawford. "Managing innovation." In the 21st annual international conference. New York, New York, USA: ACM Press, 2003. http://dx.doi.org/10.1145/944868.944913.

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Martin, Judy, and Martie Skinner. "Managing chaos." In the 21st annual ACM SIGUCCS conference. New York, New York, USA: ACM Press, 1993. http://dx.doi.org/10.1145/263814.263918.

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Reports on the topic "Managing"

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Richanbach, Paul H., and Frederick R. Riddell. Strategic Management: Managing Change by Managing Participation. Fort Belvoir, VA: Defense Technical Information Center, May 1993. http://dx.doi.org/10.21236/ada265796.

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Newton, Judith J., Mary Lou Melley, and Holly Higgins. Managing data:. Gaithersburg, MD: National Institute of Standards and Technology, 1992. http://dx.doi.org/10.6028/nist.ir.4843.

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Hathaway, James L., and Jordan W. Cassell. Managing Design Performance. Fort Belvoir, VA: Defense Technical Information Center, December 1993. http://dx.doi.org/10.21236/ada283017.

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Schmitt-Grohé, Stephanie, and Martín Uribe. Managing Currency Pegs. Cambridge, MA: National Bureau of Economic Research, May 2012. http://dx.doi.org/10.3386/w18092.

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Kunreuther, Howard, and Geoffrey Heal. Managing Catastrophic Risk. Cambridge, MA: National Bureau of Economic Research, June 2012. http://dx.doi.org/10.3386/w18136.

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Hall, Brian, and Thomas Knox. Managing Option Fragility. Cambridge, MA: National Bureau of Economic Research, July 2002. http://dx.doi.org/10.3386/w9059.

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Martin, Alberto, and Jaume Ventura. Managing Credit Bubbles. Cambridge, MA: National Bureau of Economic Research, March 2014. http://dx.doi.org/10.3386/w19960.

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Romain, Betsy. Managing human services. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1915.

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Frankel, Jeffrey, and Shang-Jin Wei. Managing Macroeconomic Crises. Cambridge, MA: National Bureau of Economic Research, November 2004. http://dx.doi.org/10.3386/w10907.

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Keay, Malcolm, and David Robinson. Managing Electricity Decarbonisation. Oxford Institute for Energy Studies, April 2017. http://dx.doi.org/10.26889/9781784670801.

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