Bibliografie tematiche / Manage

Letteratura scientifica selezionata sul tema "Manage"

Autore: Grafiati
Pubblicato: 4 giugno 2021
Ultima modifica: 20 febbraio 2023

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Articoli di riviste sul tema "Manage"

1

Stefanacci, Richard G., e Taha Khan. "Can Managed Care Manage Polypharmacy?" Clinics in Geriatric Medicine 33, n. 2 (maggio 2017): 241–55. http://dx.doi.org/10.1016/j.cger.2017.01.005.

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Winterbottom, John. "Management view: Manage or be managed?" Computing & Control Engineering Journal 2, n. 1 (1991): 6. http://dx.doi.org/10.1049/cce:19910004.

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Leslie, Laurel K. "Can Pediatric Training Manage in Managed Care?" Pediatrics 96, n. 6 (1 dicembre 1995): 1143–45. http://dx.doi.org/10.1542/peds.96.6.1143.

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On January 18, 1995, the University of California convened a special meeting to discuss the business operations of its five academic medical centers in San Francisco, Sacramento, San Diego, Los Angeles, and Irvine. Because of the rapid developments occurring in the maturing and competitive managed care market in California, the academic medical centers are facing unprecedented financial pressures. Charles Townsend, of the accounting firm KPMG Peat Marwick, stated that the medical centers' staff would need to be cut by at least 2500 full-time equivalents, including physicians and nurses, by the year 1999. William Kerr, Director of the University of California San Francisco Medical Center, forecasted a comprehensive restructuring and streamlining of services. Jordan Cohen, president of the Association of American Medical Colleges, described the challenges facing these five academic medical centers and others like them as "truly seismic."1 The rise of managed care medical systems during the last 5 years has led many researchers to question whether the academic medical center will survive in its current state.2-6 Market forces are changing the provision of medical care at an extremely fast pace. By 1998, an estimated 60% of people living in US cities will be covered by managed care health plans. Fewer hospital admissions, shorter hospital stays, and decreased reimbursements associated with managed care have decreased hospitals' operating gains. Academic medical centers, such as those in California, are facing pressure to lower health care delivery costs. The probable decreases in Medicare and research funds under the current Congress also threaten the financial revenues of academic medical centers.
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Santovec, Mary Lou. "Manage Campus Change Before It Manages You". Women in Higher Education 19, n. 6 (giugno 2010): 7–9. http://dx.doi.org/10.1002/whe.10062.

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5

Dick, Penny, e Rosie Hyde. "Line manager involvement in work-life balance and career development: can't manage, won't manage?" British Journal of Guidance & Counselling 34, n. 3 (agosto 2006): 345–64. http://dx.doi.org/10.1080/03069880600769480.

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Ewa Merson, Maura, Lorena Montoya e Chris Paresi. "Manage data – manage hazards". Management of Environmental Quality: An International Journal 15, n. 3 (giugno 2004): 276–93. http://dx.doi.org/10.1108/14777830410531252.

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7

Experton, Bettina, Ronald J. Ozminkowski, Deborah N. Pearlman, Zili Li e Sheri Thompson. "How does managed care manage the frail elderly?" American Journal of Preventive Medicine 16, n. 3 (aprile 1999): 163–72. http://dx.doi.org/10.1016/s0749-3797(98)00098-1.

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Chilton, Heather. "Manage or Be Managed: Where Do You Stand?" Canadian Journal of Occupational Therapy 57, n. 3 (giugno 1990): 167–69. http://dx.doi.org/10.1177/000841749005700306.

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GRIMALDI, PAUL L. "Manage Authorizations to Manage Care". Nursing Management (Springhouse) 27, n. 4 (aprile 1996): 49???51. http://dx.doi.org/10.1097/00006247-199604000-00015.

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Klyza, Christopher McGrory. "Ideas, Institutions, and Policy Patterns: Hardrock Mining, Forestry, and Grazing Policy on United States Public Lands, 1870–1985". Studies in American Political Development 8, n. 2 (1994): 341–74. http://dx.doi.org/10.1017/s0898588x00001279.

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From the mid–1800s through the mid–1980s, the federal government initiated programs to manage three types of resources on the lands that it controlled. The discovery of gold in California and elsewhere in the West prompted the first government policy in the 1860s. Debate over the nation's forests began in the 1870s, and a system of national forests to be managed by a federal Forest Service was created in the late 1800s and early 1900s. And in the 1930s, the government finally began to manage the lands no one wanted, its grazing lands. The federal government continues to be an active manager of national resources. Indeed, with control of nearly 30 percent of the nation's land, it is the largest land manager in the country.
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Tesi sul tema "Manage"

1

Wallace, Jacob. "How does managed care manage care? Evidence from public insurance". Thesis, Harvard University, 2016. http://nrs.harvard.edu/urn-3:HUL.InstRepos:33493322.

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In the United States, the fraction of individuals with public insurance is growing and the policies and markets that serve them are changing. Over two-thirds of Medicaid recipients are now enrolled in managed care organizations (MCOs), but little is known about how these plans operate. To study this market, I use data from New York Medicaid where managed care recipients are randomly assigned to plans. In chapter one, I estimate how physician and hospital networks impact health care use and spending. In chapter two, I study how production and selection vary across the managed care plans participating in New York Medicaid. Finally, in the third chapter, I turn to the Medicare program and examine how health care use and spending change at age 65 as adults switch from private to public coverage. Taken together, my dissertation chapters provide new perspective on how differences within public programs and between public and private programs, impact consumers.
Health Policy
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Bursey, Jacqueline Ann. "Resources Available to Managers to Manage Employees through Mergers". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4427.

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The failure rate of mergers is high, with the greatest effects being felt by the employees. Company mergers result in managers burdened with extra responsibilities that often result in poor people integration management of employees. A gap in literature exists regarding people integration resources available to managers during mergers. The purpose of this phenomenological, descriptive study was to explore resources managers perceive to have available to assist with managing employees through a merger. Greenleaf's servant leadership and Herzberg's 2 factor theories were used as the study's conceptual foundation. The research questions explored managers' perceptions of the range of resources available to assist with managing employees during a merger. The snowball sampling method was used to select a sample of 14 participants for individual semi structured interviews. The target population was managers who directly managed employees during a merger while working for a North American company. The qualitative data were collected, coded, and then analyzed for themes. The key findings were that while managers perceived they were not provided resources, managers' personal experiences along with resources such as human resource personnel and other managers' expertise were used as great resources. Open communication and information exchange were critical between the manager and the employees during the merger. Managers should focus on their soft skills when they engage with the employees. Implications for positive social change include employee satisfaction and engagement, employee retention, customer satisfaction, along with business growth and development in the global market.
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Sharma, Surinder Paul. "U.S. Government Program Managers' Competencies to Manage Satellite Acquisition Programs". Thesis, Northcentral University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10603364.

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U.S. government satellite acquisition programs have continually experienced large cost overruns, schedule delays, technology development problems, and performance shortfalls, which can potentially affect national security as well as the health and safety of civilians. Government program managers play a significant role in achieving organizational objectives through the acquisition life cycle of major U.S. government programs. Prior researchers have explored the importance of program managers’ competencies. Other researchers have identified key competencies of project managers to lead and manage the projects successfully in the aerospace industry. However, not enough research was conducted to assess the U.S. government program managers’ competencies to manage complex and challenging satellite acquisition programs in combination of other program context factors above and beyond program managers’ competencies, which could moderate and affect overall program success. The purpose of this quantitative, non-experimental survey research study was to examine the relationship and importance of U.S. government program managers’ perceived hard and soft competencies needed to achieve overall program success in managing major satellite acquisition programs. Additionally, the researcher examined how the program context factors moderated the relationship between program managers’ competencies and overall program success. A web-based survey, targeting aerospace and defense professionals garnered 104 valid responses. Utilizing the competency theory framework, multiple linear regression, chi-square goodness-of-fit, and hierarchical multiple regression tests were used to analyze the study data. The survey results revealed that program managers’ both hard and soft competencies predicted overall program success, F(2, 101) = 4.085, p = .020, R2 = .075. Program managers’ soft competencies were found to be somewhat more important than hard competencies in achieving overall program success, χ 2(4) = 29.3, p < .001. Of the four program context factors, resource availability positively moderated the relationship between program managers’ soft competencies and overall program success, F(10, 93) = 2.116, p = .031, R 2 = .185. A future hypothesis-based study may be conducted for other major U.S. government defense programs or private sector programs, which may provide insight to senior management leaders into matching of program managers’ competencies to specific program contexts and program types. A qualitative study to identify the causal reasons for unsuccessful U.S. space acquisitions program outcomes may provide in-depth personal and professional perspectives of other program context factors, which may influence overall program success.

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McCallum, Neil. "Exploring the manage processes". Thesis, University of Strathclyde, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.510749.

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Blessley, Misty Palmer. "SUPPLY CHAIN MANAGEMENT: DISCOVERIES ON HOW MANAGERS MANAGE AND THE CONDITIONS TO COLLABORATION". Diss., Temple University Libraries, 2014. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/256155.

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Business Administration/Marketing
Ph.D.
This paper studies managerial behavior in inter-firm supply chain relationships. I first answer two questions: When a firm outsources to a 3PL, a firm that provide multiple logistics services for use by customers, what is the impact on the managerial functions that the outsourcing firm carries out on an ongoing basis? How do the managerial functions impact the relationship of managerial competence on supply chain performance? These questions are answered via the examination of a sample of companies operating in the US and international markets who purchase services from 3PL providers. I find that the ongoing management of outsourcing partially mediates the relationship of managerial competence on supply chain performance. The higher the managerial competence, the less time spent managing established outsourcing relationships. This negative association holds, whether the firm does or does not employ the services of a 4PL, a firm that organizes 3rd party logistics providers. This study also finds that of the managerial functions of planning, coordinating, leading, educating, and monitoring, that only monitoring is significant with respect to managerial competence levels. Managerial units with moderate or high competence levels are about two times as likely to monitor their relationships with their 3PL providers, as managerial units with lower competence levels. Supply chain managers concentrate their monitoring efforts on client/provider relationships, based upon their view of these relationships. The managerial units with moderate or high competence levels are two times as likely to monitor when they have a least favorable view, as opposed to when they have a moderate or more favorable view. The supply chain managers who measure lower in competence make no such adjustment in time spent monitoring their client's performance, regardless of their view of the client/provider relationships. The findings just discussed spurred two additional studies in which I explore and test the importance of trust in collaborative supply chain relationships (CSCRs). The first is done via 19 semi-structured interviews with supply chain managers, while the second utilizes 50 surveys. Particular attention was paid to assessing only those managers in collaborative, as opposed to arms-length relationships. From the results of the interviews I provide a taxonomy for understanding trust signals in new CSCRs. I also obtain a number of thick descriptions for understanding what constitutes psychological contract breach (PCB), the operational and relational expectations of the customer in the collaboration, and a contemporary view of the goals of supply chain collaboration. These results were incorporated into the scales utilized in the survey research and have been validated. In each of the two studies, I carry out hypothesis testing, which reveals that initial trust is important to decrease feelings of psychological contract breach, whether the respondent is the customer or the supplier to the relationship. However, in one case PCB is felt more strongly when the respondent speaks of his collaborative supplier for all levels of initial trust. In the other, it is felt more strongly in reference to the customer, given higher levels of initial trust. Once PCB has occurred, meeting operational expectations alone is not sufficient to instill feelings of goal achievement; meeting relational expectations is also required. Continuing on with PCB, I find that its magnitude and established trust are important factors in the extension of continued trust and future collaborative intentions. For all magnitudes of PCB, the higher the established trust, the higher the subsequent trust up to a tipping point, at which point trust diminishes. Intentions to remain in the collaborative relationship, additionally, are subject to a tipping point. Last but not least, I establish an association between the importance of trust and the just distribution of rewards. By examining the payoff structures of actual supply chain collaborations, however, I find that rewards are not always shared equally. My research makes a unique internally-focused contribution to the literature. It looks at a firm's supply chain managerial unit as a driver of firm performance in outsourcing relationships. Additionally, it looks at the process the managerial units goes through in extending initial trust to a collaborative partner, how it moves beyond any psychological contract breaches that might occur, and the rewards the collaborative partner receives as an outcome of the collaborative effort.
Temple University--Theses
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Obadia, Claude, e Barbara Stöttinger. "Pricing to manage export channel relationships". Elsevier, 2014. http://dx.doi.org/10.1016/j.ibusrev.2014.08.005.

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In a novel approach using agency theory, we conceptualize export pricing as price manipulations an exporter initiates to cope with the distributor-level, internal competition with the other product lines the distributor carries. We argue that suppliers can influence foreign resellers' behaviors and therefore manage export channel relationships with prices. Using a sample of 283 exporter-importer relationships, we uncover the export price manipulations used to cope with internal competition, and we examine their impact on the exporter economic performance. We show that the performance effect of this pricing policy is achieved through the adequate role performance of the importer. Moreover, using a small but rare dyadic data set, we offer an additional test of the effectiveness of this form of pricing. Finally, by comparing the results of our study to exporters' practice we show how they tend to overuse price discounts to motivate their overseas distributors. (authors' abstract)
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Schweizer, Daniel. "Methodology to manage process technology innovation". Thesis, Massachusetts Institute of Technology, 2010. http://hdl.handle.net/1721.1/59170.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division; in conjunction with the Leaders for Global Operations Program at MIT, 2010.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 64-65).
The research conducted for this thesis was performed at "Company X", a U.S.-based engineered goods manufacturer. This project focused on the company's Advanced Manufacturing group and its process technology development methodology. The newly founded Advanced Manufacturing group started multiple innovation projects, but did not successfully implement any of them so far. Lack of organizational integration, an overall R&D strategy, as well as a defined innovation methodology negatively affected the difficult situation of that small group of engineers. This project seeks to compare the innovation methodology and process technology development of Advanced Manufacturing with best practices from similar industries as well as literature. An analysis of how to choose the right R&D projects, as well as how to execute these projects, demonstrates the differences between Company X and other organizations that are considered innovative. Case studies of a specific R&D project, in addition to an interdisciplinary workgroup of Advanced Manufacturing, highlight the positive and negative characteristics of the current innovation process. The results of this analysis provide Company X with additional insights how to use the existing innovation resources more successfully. Recommendations provided in this thesis can be used by Company X to support future technology development projects but also to help the newly founded task force that started to develop a company-wide innovation strategy (process and product innovation). Keywords: Product Development, Process Development, Advanced Manufacturing, Innovation.
by Daniel Schweizer.
S.M.
M.B.A.
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Kowalski, S. "Manage contacts with customers sports services". Thesis, Tkachov O.O, 2016. http://essuir.sumdu.edu.ua/handle/123456789/46997.

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Kanee, Emmanuel Lah. "Strategies to Manage Transfer Pricing Risks". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7812.

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Transfer pricing compliance related issues continue to pose challenges to leaders of multinational entities (MNEs) and tax regulators. MNE leaders strive to mitigate the risks of non-compliance violations and double taxation, while tax regulators seek to minimize profit shifting and revenue losses. This multiple case study explored strategies for managing transfer pricing risks against the backdrop of various risks MNE leaders face for non-compliance violations. The cost contribution agreement theory served as the conceptual framework for this study. Data were collected from organizational documents and semistructured interviews conducted with 6 finance executives representing 2 multinational entities in the midwest and southwest regions of the United States who have implemented successful strategies to manage transfer pricing risks. Data were analyzed using Yin's multiple-step thematic analysis process. Following the thematic data analysis 5 themes emerged, including commitment to tax compliance, tax minimization, advance pricing agreement (APA), comparable uncontrolled price method (CUP), and cost plus method (CPM). MNE leaders favor commitment to tax compliance as an effective strategy as penalties for non-compliance increases risks to business functionality. The findings of this study may help business leaders to follow compliance procedures and adopt risk mitigation strategies, while also informing regulators to update tax regulations to reflect current economic realities. The findings of this study could result in positive social change through an enhanced governmental revenue that stimulates economic growth, improves productivity, and promotes technological innovations.
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Ohlson, Matilda. "How to Introduce and Manage Organizational Changes". Thesis, Linköping University, Department of Management and Engineering, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-9652.

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When performing an organizational change, it is important to be aware of the culture within the company. The organization at Saab Aerosystems has a huge technical focus, which can of course be beneficial when awakening interest for a change. Another characteristic of Saab Aerosystems is that its employees are interested in being involved in change processes and have the ability to influence such changes. It is therefore important that the leader of a proposed change has a good relationship with the employees and excellent communication skills in order to both inform and listen to them. It is also important to create a commitment to change if a change project is to be successful. Within Saab Aerosystems this commitment can be created by engaging informal leaders within the project team. These employees often have a big influence on the organization as well as good knowledge of the technology and their departments’ operations. It is also important to give the organization’s members time to think through and accept a change. Without this time, resistance towards a change project can otherwise be created due to lack of understanding for the change. To create commitment to a change, the employees must also feel that they can manage the change and the situation that comes after the change. It is therefore important that the organization’s employees receive the necessary tools and education in order to give them confidence and motivation to carry out, and be a part of, the change project.

A difficult aspect during a change project can be to anchor the change within the organization. At Saab Aerosystems, changes can be anchored by involving representatives from upper management in change projects. These persons must in their turn request work that has been achieved according to the results of the change and even more importantly ensure that the change is used even upon completion of the change project. Making these demands can motivate the line managers and other employees to work according to the change and prevent reverting to old work methods and models. Finally, it is important to measure the change project progress. Examples of measure variables that can be used are business cases, questionnaires and lessons learned. These general variables ought to be complemented by specific variables for the actual change.

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Libri sul tema "Manage"

1

Tieck, Sarah. Manage feelings. Minneapolis, Minn: ABDO Pub., 2012.

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Edwards, George. Manage yourself. Lichfield, Staff: Institute for Supervision & Management, 1999.

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Thiadens, Theo. Manage IT! Dordrecht: Springer Netherlands, 2005. http://dx.doi.org/10.1007/1-4020-3710-4.

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Hindle, Tim. Manage your time. London: Dorling Kindersley, 1998.

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Keller, Ellen. Kids manage money. Washington, D.C: National Geographic Society, 2002.

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Hindle, Tim. Manage Your Time. London: Dorling Kindersley UK, 2010.

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Manage your time. London: HarperCollins, 1994.

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Age Concern (Organization : Great Britain), a cura di. Manage money online. London: Age Concern, 2009.

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Jim, Biggin, a cura di. Manage the message. London: Century Business, 1993.

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Manage your time. 2a ed. Hawthorne, NJ: Career Press, 1994.

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Capitoli di libri sul tema "Manage"

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Ravichandran, Aruna, Kieran Taylor e Peter Waterhouse. "Manage". In DevOps for Digital Leaders, 105–22. Berkeley, CA: Apress, 2016. http://dx.doi.org/10.1007/978-1-4842-1842-6_7.

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Rylander, Stephen. "Manage". In Patterns of Software Construction, 121–40. Berkeley, CA: Apress, 2022. http://dx.doi.org/10.1007/978-1-4842-7936-6_8.

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Cheng, Fu. "Manage Favorites". In Build Mobile Apps with Ionic 4 and Firebase, 325–45. Berkeley, CA: Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-3775-5_10.

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Babitsky, Steve, e James J. Mangraviti. "Manage Yourself". In The Street Smart MBA, 181–96. Berkeley, CA: Apress, 2012. http://dx.doi.org/10.1007/978-1-4302-4768-5_9.

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Cheng, Fu. "Manage Favorites". In Build Mobile Apps with Ionic 2 and Firebase, 177–93. Berkeley, CA: Apress, 2017. http://dx.doi.org/10.1007/978-1-4842-2737-4_8.

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Klein, Gabe. "Manage S.M.A.R.T." In Start-Up City, 39–61. Washington, DC: Island Press/Center for Resource Economics, 2015. http://dx.doi.org/10.5822/978-1-61091-691-2_3.

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Gooch, Jan W. "Sarcoptic Manage". In Encyclopedic Dictionary of Polymers, 922. New York, NY: Springer New York, 2011. http://dx.doi.org/10.1007/978-1-4419-6247-8_14738.

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Gerardi, Bart. "Manage Change". In No-Drama Project Management, 59–74. Berkeley, CA: Apress, 2011. http://dx.doi.org/10.1007/978-1-4302-3991-8_5.

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Marczak, Edward, e Greg Neagle. "Why Manage?" In Enterprise Mac Managed Preferences, 1–8. Berkeley, CA: Apress, 2010. http://dx.doi.org/10.1007/978-1-4302-2938-4_1.

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Vitasek, Kate, Mike Ledyard e Karl Manrodt. "Manage Performance". In Vested OUTSOURCING, 169–78. New York: Palgrave Macmillan US, 2010. http://dx.doi.org/10.1057/9780230105232_11.

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Atti di convegni sul tema "Manage"

1

Brassington, B. "Measure to manage or manage to measure?" In IEE Colloquium on Measures of Performance - 'The Best Thing Since Sliced Bread'? IEE, 1995. http://dx.doi.org/10.1049/ic:19950444.

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Salvador, Jesús Cuevas. "Manage The Classroom, Manage The Teaching-Learning Process". In International Conference of Psychology, Sociology, Education and Social Sciences. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.05.16.

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Katayama, Yoshiyuki, Takeo Kondo, Kazukiyo Yamamoto, Shuta Watanabe, Bungo Okuzawa, Kouta Tamura e Kazuya Egami. "Assessment of Designated Managers of Public Marinas From the Viewpoint of User’s Convenience". In ASME 2009 28th International Conference on Ocean, Offshore and Arctic Engineering. ASMEDC, 2009. http://dx.doi.org/10.1115/omae2009-79827.

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Coastal spaces (including land areas and sea areas) in Japan are managed by the state or local governments, and their private use by individuals was not allowed unless contribution to public interest was ensured. Since the Designated Manager System for public facilities was established in 2003, management of an increasing number of public facilities based on the Local Autonomy Laws has been consigned to private sectors (called “designated managers”) nominated through the decisions of the local councils, rather than to public bodies based on the conventional “Management Commission System.” Regarding marinas including land areas and sea areas, we conducted a comparative analysis of their convenience, comfort, serviceability, and so forth before and after introduction of the Designated Manager System from the viewpoint of marina users to discuss how the private sector should manage coastal regions.
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Mardon, Irene, e Carrie Hamilton. "0085 Helping Managers Manage: Simulation Is Critical To Success". In Association for Simulated Practice in Healthcare Annual Conference 11–13 November 2014 Abstracts. The Association for Simulated Practice in Healthcare, 2014. http://dx.doi.org/10.1136/bmjstel-2014-000002.14.

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Stirling, Gunn, e Ka˚re Ho̸gmoen. "Assisting Project Managers to Manage Risk by Planned Verification". In 2010 8th International Pipeline Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/ipc2010-31497.

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Operators of large and complex pipeline systems face numerous risks and verification is a means to manage risk. Important factors to be considered when selecting a verification strategy are; legislative requirements and expectations, contracting philosophy, interface management, communication strategy, project technical challenges and quality assurance philosophy. To assist project managers in planning and communicating the verification strategy, a standardized three tiered verification scope is described.
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Ahmed, Nabeel. "Systemizing People - Systems To Manage People Or People To Manage Systems". In SPE Middle East Oil and Gas Show and Conference. Society of Petroleum Engineers, 2011. http://dx.doi.org/10.2118/141555-ms.

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Inie, Nanna, Jonas Frich e Peter Dalsgaard. "How Researchers Manage Ideas". In C&C '22: Creativity and Cognition. New York, NY, USA: ACM, 2022. http://dx.doi.org/10.1145/3527927.3532813.

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8

Frenkel, Val. "Membranes to Manage Salinity". In World Environmental and Water Resources Congress 2007. Reston, VA: American Society of Civil Engineers, 2007. http://dx.doi.org/10.1061/40927(243)452.

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9

Sun, Jian, e Kevin Blostic. "Manage Successful Brownfield Applications". In 2018 Joint Rail Conference. American Society of Mechanical Engineers, 2018. http://dx.doi.org/10.1115/jrc2018-6143.

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This paper provides a unique perspective on successful brownfield railroad applications. It presents realistic challenges and solutions when applying a turnkey solution with a replacement or an overlay system. Brownfield commissioning takes place when an existing infrastructure is to upgrade to a new system with a different technology than the incumbent one. As signaling systems are getting more and more complex, it is extremely important to maintain robustness in the system design as well as project execution, such as logistics, documentation, and issue reporting. Many transportation authorities are moving from their current train control signaling system to a new system to combat obsolescence issues, to gain better system capacity, and to lower operation and maintenance costs. This paper discusses brownfield commissioning in general, and also presents specific cases in migration from a track circuit interlocking system to a Communications Based Train Control (CBTC) system. These two systems have distinct characteristics that provide opportunities of coexistence, but also introduce difficulties in mixed-mode operations.
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Gyory, Joshua T., Nicolás F. Soria Zurita, Jay D. Martin, Corey M. Balon, Christopher McComb, Kenneth Kotovsky e Jonathan Cagan. "A Real-Time Artificial Intelligence Process Manager for Engineering Design". In ASME 2022 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2022. http://dx.doi.org/10.1115/detc2022-88609.

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Abstract Managing the design process of teams has been shown to considerably improve problem-solving behaviors and resulting final outcomes. Automating this activity presents significant opportunities in delivering interventions that dynamically adapt to the state of a team to reap the most impact. In this work, an Artificial Intelligence (AI) agent is created to manage the design process of engineering teams in real time, tracking features of teams’ actions and communications during a complex design and path-planning task with multidisciplinary team members. Teams are also placed under the guidance of human process managers for comparison. Regarding outcomes, teams perform equally as well under both types of management, with trends towards even superior performance from the AI-managed teams. The managers’ intervention strategies and team perceptions of those strategies are also explored, illuminating some intriguing similarities. Both the AI and human process managers focus largely on communication-based interventions, though differences start to emerge in the distribution of interventions across team roles. Furthermore, team members perceive the interventions from the both the AI and human manager as equally relevant and helpful and believe the AI agent to be just as sensitive to the needs of the team. Thus, the overall results show that the AI manager agent introduced in this work matches the capabilities of humans, showing potential in automating the management of a complex design process.
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Rapporti di organizzazioni sul tema "Manage"

1

Marshak, David. Don't Manage Your Partners. Boston, MA: Patricia Seybold Group, settembre 2000. http://dx.doi.org/10.1571/psgp9-21-00cc.

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2

Lees, Matthew. How Should You Manage Customer Communities? Boston, MA: Patricia Seybold Group, aprile 2008. http://dx.doi.org/10.1571/psgp04-17-08cc.

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3

Goodwill, Jay. Creative Ways to Manage Paratransit Costs. Tampa, FL: University of South Florida, luglio 2008. http://dx.doi.org/10.5038/cutr-nctr-rr-2005-10.

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4

Williams, Alicia R. How Hispanics Manage Unexpected Financial Challenges. AARP Research, aprile 2021. http://dx.doi.org/10.26419/res.00343.004.

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5

Britto, Maneka, Noor Buchholz e Krishanu Das. How to manage hydronephrosis in pregnancy. BJUI Knowledge, marzo 2022. http://dx.doi.org/10.18591/bjuik.0400.v2.

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6

Wood, Roy, e Patrick Barker. Developing Key Leaders to Manage Complex Programs. Fort Belvoir, VA: Defense Technical Information Center, marzo 2011. http://dx.doi.org/10.21236/ada540188.

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Blocki, Jeremiah, Nicolas Christin, Anupam Datta e Arunesh Sinha. Auditing Rational Adversaries to Provably Manage Risks. Fort Belvoir, VA: Defense Technical Information Center, maggio 2012. http://dx.doi.org/10.21236/ada579940.

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Jallath-Coria, Eduardo, Tridas Mukhopadhyay e Amir Yaron. How Well Do Banks Manage Their Reserves? Cambridge, MA: National Bureau of Economic Research, dicembre 2002. http://dx.doi.org/10.3386/w9388.

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Aldrich, Susan. How Do You Manage Your E-Business? Boston, MA: Patricia Seybold Group, dicembre 1999. http://dx.doi.org/10.1571/fw12-14-99et.

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Stiglitz, Joseph. Reconstructing Macroeconomic Theory to Manage Economic Policy. Cambridge, MA: National Bureau of Economic Research, settembre 2014. http://dx.doi.org/10.3386/w20517.

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