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Добірка наукової літератури з теми "Management"

Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 9 листопада 2024

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Статті в журналах з теми "Management"

Saeedy, Sina, and Abbas Ali Rastgar. "Study of the Role of Personality Factors in Organizational Citizenship Behaviors." Trends Journal of Sciences Research 2, no. 2 (March 30, 2015): 50–55. http://dx.doi.org/10.31586/management.0202.01.

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Noble, Ronald M., and Jon T. Moore. "COASTAL REGIONAL SEDIMENT MANAGEMENT PLAN." Coastal Engineering Proceedings 1, no. 32 (February 1, 2011): 29. http://dx.doi.org/10.9753/icce.v32.management.29.

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Regional Sediment Management (RSM) is a planning approach that seeks to address coastal sediment processes on a broader geographic scale. It recognizes that sand, cobble, and fine sediment are important natural resources that are critical to the environmental health and economic vitality of the coastal zone. The relevant sediment processes overlap multiple geopolitical boundaries which explains why a regional planning perspective is needed. To be effective a comprehensive road map is needed to addresses how to conserve and restore the valuable sediment resources, reduce shoreline erosion and coastal storm damages, protect sensitive environmental resources, increase natural sediment supply to the coast, preserve and enhance beaches, improve water quality along the shoreline, and optimize the beneficial use of material dredged from ports, harbors, and other opportunistic sediment sources. The plan that was prepared for the diverse 144-mile long Santa Barbara and Ventura Counties coastline was developed systematically using traditional planning processes to understand the baseline science and relevant physical processes; identify the challenges that currently exist and the corresponding opportunities that can be seized to positively move forward; and formulate appropriate action plans and solutions that have unanimity of purpose. It is demonstrated that in order to be technically, environmentally, economically, and politically effective regional sediment management plans should consist of a suite of diverse study, management, policy, and capital project activities.

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Alsulami, Naif K. "Risk Management in Health Management." Journal of Medical Science And clinical Research 11, no. 10 (October 30, 2023): 33–37. http://dx.doi.org/10.18535/jmscr/v11i10.06.

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The study of this paper investigates the crucial function of risk management in healthcare administration. It centers around the different sorts of dangers in medical services and their motivation on quiet security, care quality, and authoritative execution. The use of technology, the importance of risk management, risk consideration and mitigation strategies, and the challenges faced by healthcare organizations are all examined in this section. It keeps up by underlining the situation with fostering a gamble mindfulness in regard to effectively accomplishing chances and working on understanding results in the troublesome medical services setting.

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Jongejan, Ruben, Roshanka Ranasinghe, and Han Vrijling. "A RISK-INFORMED APPROACH TO COASTAL ZONE MANAGEMENT." Coastal Engineering Proceedings 1, no. 32 (January 30, 2011): 8. http://dx.doi.org/10.9753/icce.v32.management.8.

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Economic and population growth have led to an unprecedented increase in the value at risk in coastal zones over the last century. To avoid excessive future losses, particularly in the light of projected climate change impacts, coastal zone managers have various instruments at their disposal. These primarily concern land-use planning (establishing buffer zones) and engineering solutions (beach nourishment and coastal protection). In this paper, we focus on risk mitigation through the implementation of buffer zones (setback lines). Foregoing land-use opportunities in coastal regions and protecting coasts is costly, but so is damage caused by inundation and storm erosion. Defining appropriate setback lines for land-use planning purposes is a balancing act. It is however unclear what level of protection is facilitated by current approaches for defining setback lines, and whether this is, at least from an economic perspective, sufficient. In this paper, we present an economic model to determine which setback lines would be optimal from an economic perspective. The results provide a useful reference point in the political debate about the acceptability of risk in coastal zones. The main conclusions are (i) that it is useful to define setback lines on the basis of their exceedance probabilities, (ii) that the exceedance probability of an economically efficient setback line will typically be in the order of magnitude of 1/100 per year, (iii) that it is important to distinguish between situations in which morphological conditions are stationary and non-stationary, and (iv) that long-term uncertainties (e.g. due to climate change) influence the exceedance probability of efficient setback lines but only to a limited extent.

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Félix, Angélica, Asunción Baquerizo, Juan Manuel Santiago, and Miguel Ángel Losada. "DECISION MAKING UNDER UNCERTAINTY IN COASTAL ZONE MANAGEMENT." Coastal Engineering Proceedings 1, no. 33 (October 25, 2012): 28. http://dx.doi.org/10.9753/icce.v33.management.28.

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We analyze decision making under uncertainty in a search for an integral management solution for Playa Granada in the Guadalfeo River Delta (Granada, Spain), where the construction of a dam in the river basin is causing severe erosion. Different management strategies are considered. For each of them the assessment of the uncertainty in the accomplishment of the management targets is done with a methodology that takes into account the coupled action of atmosphere, ocean, and land agents and their intrinsic stochastic character. This information is used to infer the joint distribution function of three criteria that represent the economic benefit of different interest groups. A stochastic multicriteria decision method that accounts for the uncertainty in the performances of alternatives and also in decision makers preferences, is used to rank strategies according to their effectiveness in an informed and transparent process.

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Hunt, Shannon, Greg Britton, Dan Messiter, Paul Prenzler, Sam Knight, and Evan Watterson. "PALM BEACH SHORELINE PROJECT: INNOVATIVE COASTAL MANAGEMENT SOLUTION." Coastal Engineering Proceedings, no. 37 (October 2, 2023): 66. http://dx.doi.org/10.9753/icce.v37.management.66.

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Palm Beach is a four kilometre beach located on the Gold Coast, Queensland, Australia. Since the 1960’s there have been numerous significant erosion events that have threatened infrastructure and impacted on recreational beach amenity. As this section of coastline is highly developed with low, medium and high-density developments and infrastructure, there was significant risk to coastal assets, tourism and recreational amenity and to city image and reputation. This Paper discusses the planning, design and construction of a project that provides both effective coastal protection and benefits to the local community, including enhanced surfing opportunities.

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John, Sian, and Jaap Flikweert. "ADAPTING TO CLIMATE CHANGE: RISK-BASED SHORELINE MANAGEMENT PLANNING." Coastal Engineering Proceedings, no. 37 (October 2, 2023): 104. http://dx.doi.org/10.9753/icce.v37.management.104.

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Shoreline management planning is entering its third generation in the UK and its first in NZ. In both countries Shoreline Management Plans (SMPs) aim to establish the short, medium, and long term ‘management intent’ for unique, distinct stretches of coast by understanding coastal processes, hazards, and risks. They also aim to reflect the interests of all parties (of the community) and be deliverable. However, there are differences between the approaches, which reflect the countries different geographies and governance structures, but also their different shoreline management planning history. And lessons can be taken from both.

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Cox, Ron, Peter Horton, Nigel Rajaratnam, and James Carley. "COST BENEFIT ANALYSIS IN COASTAL MANAGEMENT – USEFUL OR FLAWED?" Coastal Engineering Proceedings, no. 37 (October 2, 2023): 97. http://dx.doi.org/10.9753/icce.v37.management.97.

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Cost Benefit Analysis (CBA) has become an important tool for evaluating coastal management actions in Australia, and various coastal CBA studies have been completed. However, some of these studies have produced contradictory outcomes, and some assumptions on which they were based have been questioned. In the presentation, various assumptions frequently used in coastal CBA’s are considered and assessed with reference to specific case studies.

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Khojasteh, Danial, Stefan Felder, Valentin Heimhuber, and William Glamore. "SEA LEVEL RISE IMPLICATIONS FOR ESTUARINE MODELLING AND MANAGEMENT." Coastal Engineering Proceedings, no. 37 (September 1, 2023): 113. http://dx.doi.org/10.9753/icce.v37.management.113.

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Estuaries provide a wide range of environmental, cultural, social, and economic services. These include primary production, water purification, recreational opportunities, navigational routes, and nurseries for aquatic species. However, a growing body of literature indicates that sea level rise (SLR) is increasingly threatening these services in estuaries due to their low-lying topography and proximity to the open ocean. As such, sustainable management of estuaries, adjacent low-lying areas, and associated ecosystems requires a thorough and evidence-based understanding of how different estuaries may respond to SLR over time and space (Khojasteh et al. (2021)). This, in turn, would help policymakers manage the far-reaching impacts and prioritise funds-based adaptation and mitigation strategies. Assessing SLR impacts in estuaries can either be undertaken on an individual site basis or via broader approaches that may be relevant to many estuaries. This study utilises the latter approach and, to this aim, a large ensemble of idealised prismatic and converging estuarine hydrodynamic simulations were conducted.

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Sánchez-Lozano, Gloria, and Esther Chávez-Miranda. "“Tratamiento de capacity management e inventory management en manuales de revenue management”." International Journal of World of Tourism 2, no. 4 (2015): 9–16. http://dx.doi.org/10.12795/ijwt.2015.i04.02.

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Дисертації з теми "Management"

Chaniadi, Frengky. "Innovative management of management innovation (IMMI)." Thesis, University of Manchester, 2014. https://www.research.manchester.ac.uk/portal/en/theses/innovative-management-of-management-innovation-immi(378a8b7d-597e-496f-bd49-99a6d09e3542).html.

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The rapid convergence of collaborative technologies, democratisation of digital communication and consumerisation of Smart Grid infrastructure (i.e.: smart metering and distribution substation automation) have faltered the efficacy of centralised command-and-control and its insular sub-culture. For complex firms in today's creative economy, this infers that management innovation (MI)—“an induced managerial capacity to search for novel ways to create value”, is rapidly becoming liabilities unless it is innovatively managed for overcoming the inertia of discontinuity opportunities. The raison d'être of this thesis is to investigate the generative managerial processes through which MI can be fostered for experimentation and innovatively managed for acceleration. It comprises four qualitative case studies that involved in-depth interviews, surveys, public records and archival documentaries of four Canadian energy and utilities organisations. The conclusions are fascinating both expected and unanticipated. I found that many, if not most, of the contemporaneous routines of pyramidal target-setting and benchmark-driven cultures are ubiquitously evident. Business planning and risk management still function, albeit the objects of those tenets are different. These quasi-objects include, but are not limited to, organic structures, web-enabled paradigm, pragmatic mindset of middle-down-up crowdsourcing and fragmented evaluation of efforts to evoke the innovative management of management innovation (IMMI). Further adjacent to the quest for driving renewed growth, a new governing dynamic is hinging upon the IMMI that forges a pattern for resiliency and sustainability. Managers capitalise on the epistemic IMMI to regain competitive advantage while enduring endogenous fiefdoms and exogenous disruptions. They catalyse information semantically, harness collective capability effectively, stage prolifically faster MI experimentations and accelerate the cycle of MI more pervasively. I henceforth propose a unified managerial process, dubbed the "Cloverleaf 4S Model" (Strategise—Synchronise—Steward—Sustain). Implicit in this approach, managers believe that their finely-tailored practices epitomise an evolutionary process of deliberate selection in the pursuit for distinctive MI capabilities and expanding authority dynamics in the managership. This allows for self-adaptive mechanisms shifting from silos to swarming as well as the indigenous aspects of IMMI practices—exaptation, cognitive flexibility, speed to adaptation and executional excellence. The implication of this study presents heuristical insights to managers in galvanising perennial innovation and unlocking their IMMI to build an agile, intelligent enterprise.

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Rowland-Jones, Rhys. "Beyond environmental management to quantifiable pollution management." Thesis, University of South Wales, 2003. https://pure.southwales.ac.uk/en/studentthesis/beyond-environmental-management-to-quantifiable-pollution-management(30e70785-ae73-4b3a-8b1c-22105607e61a).html.

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Stakeholders increasingly have a heightened expectation of organisational commitment to good environmental and societal practice. Proponents of the link between environmental and financial performance have argued that pollution reduction provides future cost savings by increasing efficiency, reducing compliance costs, and minimising future liabilities. Environmental management systems such as BS EN ISO 14001:1996 or the Eco-Management and Audit Scheme (EMAS) do not require organisations to comment on overall environmental performance. BS EN ISO 14001: 1996 simply advocates that the organisation should have viewed each particular function of the business process and applied a self- formulated quantitative/qualitative analysis to the function in question, providing no incentive to add a level of independently verifiable transparency to the analysis process. This thesis investigates whether it is possible to develop an environmental management system that is capable of delivering a quantitative social/economic statement based on the pollutant aspects/effects of the organisation. A model for quantitative pollution management (QPM) is developed, and a scoring mechanism is defined which enables an indicator of pollution performance to be derived. This indicator reviews the organisation as a whole system, as well as commenting on its constituent parts. The indicator is based upon evaluation of five areas, those of management /leadership, inputs, controls, activities, and outputs. The model is tested in industry by an audit of a manufacturing organisation in South Wales, and a numeric QPM indicator is derived. The numeric QPM indicator is subsequently considered by means of a qualitative interpretation of the quantitative indicator score. The qualitative interpretation is then considered against the impression of the organisation gained by the author during the conduct of the audit. Potential future work in relation to QPM is considered, and the possible application of the concepts of fuzzy logic to QPM is given.

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Bo, Hong. "Risk management and people management : a critical reflection on how risk management can be incorporated into current HR practices." Thesis, University of Portsmouth, 2014. https://researchportal.port.ac.uk/portal/en/theses/risk-management-and-people-management(b0dc2bec-189c-45e5-9d2f-b938542ab853).html.

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The aim of this thesis is to use qualitative research to investigate and analyse how human resource risks are understood and managed in practice and how to efficiently manage HR risk in a cost effective way. The research – adding to a very limited corpus in the literature – was conducted in public sector organisations in the UK. The author argues that HR risk management should be conducted in a systematic way. The Managing HR risk framework proposed in this thesis could be used as a practical guide to enable HR practitioners to manage HR risk more effectively. The thesis finds that, in order to effectively manage HR risk, a culture change is required at both HR department and organisational level; the prevailing risk averse culture should change to a more flexible, strategically-focused and less formalised process. From the analysis of case studies, the author notes that HR practitioners should be aware of their position in a HR conflict; they need to be neutral, fair, and supportive during the process of managing HR risks. It is concluded that qualitative factors will influence the process of managing HR risk such as power, organisational culture, management style and skills/competencies… It further suggested that organisational isomorphism learning enables organisations to learn from past experiences, and to improve HR risk management. It also recommended that simulations offer an excellent vehicle for improving the process of managing HR risk by equipping HR practitioners with the right skills and experience. Through the analysis of the results of interviews, two valuable case studies, and simulation, this thesis offers new directions for the future research of human resource risk management: Simulation could be used to help HR practitioners to improve the ways of managing HR risk, simulation use real-life cases for training to improve players’ or decision makers’ understanding of holistic events, and apply new skills, attitudes in practice.

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Sauerland, Sven. "Enterprise-Contract-Management Vertragsmanagement, Contract-Management, Enterprise-Content-Management." Berlin mbv, 2008. http://d-nb.info/992966736/04.

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Karantinou, Kalipso. "Relationship management in management consultancy:." Thesis, University of Manchester, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.490145.

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Miles, Leon Anthony. "Knowledge management and environmental management." Thesis, University of Surrey, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.365193.

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Thilén, Frida, and Elin Pettersson. "Talent Management : Utan Talent Management?" Thesis, Högskolan i Jönköping, Högskolan för lärande och kommunikation, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-30081.

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Syftet med denna studie är att kontrastera en utvald organisations strategier för att attrahera, behålla, utveckla och avveckla de viktigaste resurserna mot Talent Management och dess komponenter. Studien ämnar således mot att göra en kontrastering mellan traditionellt kompetensförsörjningsarbete mot det mer moderna konceptet Talent Management. Författarna har valt att undersöka detta genom att samla empiri från intervjuer med sex medarbetare kombinerat med analys av interna dokument. Resultatet visar att delar av myndighetens arbete med kompetensförsörjning kan likställas med Talent Management men att vissa komponenter är uteblivna. Baserat på resultatet framhålls i resultatdiskussionen att myndigheten möter stora utmaningar gällande enhetligt arbete med kompetensutveckling, kompetensförsörjning och ledarskap på grund utav det delegerade ansvaret från central nivå. I slutskedet av avsnittet för resultatdiskussion redovisas även en sammanfattande slutsats som grundar sig i ett framgångsrikt arbete inom blocken attrahera och avsluta samtidigt som arbete inom blocket behålla och utveckla varierar inom organisationen, dels på grund av delegerat ansvar. Slutligen presenteras förbättringsförslag inom organisationen och vidare forskning inom ämnet.
The purpose of this bachelor level thesis is to compare a Swedish public authority’s practical work with competence supply towards the components of Talent Management. The study is aiming to contrast traditional competence supply operations with the more modern concept of Talent Management. The writers have chosen to collect empirical data through interviews with six employees combined with analysis of internal documents. The result shows that parts of the public authority’s work with competence supply have similarities to Talent Management, but some of the components are left out. Based on the results, the discussions shows that this public authority is struggling with united approaches towards competence development, competence supply and leadership because of delegated responsibilities from a central level. In the end the writers are presenting an overall conclusion that is based on the organizations successful work within the blocks of attract and terminate while the work within the block of retain and develop varies within the organization, partly because of delegated responsibility. Finally suggestions for improvement within the organization and further research are presented.

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Fourie, Andries J. "Total quality management : middle and top management perceptions of the successful application of a quality management system from a general management, strategic management, quality management and human resources management view." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/836.

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Thesis (MBA (Business Management))--University of Stellenbosch, 2009.
ENGLISH SUMMARY: Total quality management (TQM) can be defined as a systemic approach on a global level, based on process management of continuous quality improvement by all human resources within the business or company environment, with the specific intent to satisfy the implicit expectations of all stakeholders in the specific business environment. Various factors play a role in the active drive towards a quality-driven learning environment. These factors include increasingly changing market forces, changes in customer requirements and the very way in which quality is perceived by the employees within a company. The above statement raises some important questions, such as • What is the quantifiable value of quality, and • Why is it very easily ignored by various companies? The reason for such questions is the significant shift needed in the thought patterns of management, difficulty in abandoning misconceptions about TQM and difficulty in learning from own mistakes and those of others. It seems that the biggest barrier to the implementation of a total quality system is the misconception that quality will immediately be perfect and is a quick solution which is self-sustaining. TQM is, in fact, not a model that is built in concrete, but a journey consisting of sequential steps. As with any staircase, it can only be sustainable if it is solidly founded on factors such as managerial commitment, drive, fairness, motivation and mobilisation of human resources.
AFRIKAANSE OPSOMMING: Totale gehaltebestuur word gedefinieer as ‘n sistemiese metode op ‘n globale vlak, gebaseer op die bestuur van deurlopende gehalteverbetering deur al die menslike hulpbronne binne 'n onderneming, dit wil sê die sake- of maatskappy-omgewing, met die spesifieke oogmerk om aan die implisiete verwagtinge van die aandeelhouers in die onderneming (besigheidsomgewing) te voldoen. Daar is verskeie faktore wat 'n rol speel in die aktiewe strewe na ‘n kwaliteitsgedrewe leeromgewing. Hierdie faktore behels onder meer die voortdurend veranderende markkragte, veranderinge in die verwagtings van kliënte, en die kwaliteitsbeskouing van die werkers binne ‘n maatskappy. Bogenoemde ontlok belangrike vrae, soos • Hoe word die meetbare waarde van kwaliteit bepaal, en • waarom word dit so maklik deur ondernemings geïgnoreer? Hierdie soort bevraagtekening is 'n aanduiding dat daar ‘n merkbare en betekenisvolle gedagteskuif by bestuur nodig is ten opsigte van hul beskouing van gehalte, dat wanbegrippe oor totale gehaltebestuur verander moet word, en dat probleme in verband met die leer van lesse uit eie foute en dié van ander oorbrug sal moet word. Die grootste probleem ten opsigte van die ontwikkeling van ‘n totale gehaltebestuurstelsel, is die wanpersepsie dat gehalte meteens foutloos sal wees, dat dit ‘n vinnige oplossing is en dat dit selfonderhoudend sal wees. Totale gehaltebestuur is nie ‘n model wat, by wyse van spreke, in beton gegiet is nie, maar ‘n proses met opeenvolgende stappe. Soos met enige stel "trappe", kan dit net volhoubaar wees as dit ‘n sterk fundering het, wat gerugsteun word deur bestuursbetrokkenheid en - deursettingsvermoë, dryfkrag, regverdigheid, motivering en die mobilisasie van die werksmag.

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Liu, Sha. "Software Configuration Management and Change Management." Thesis, Mälardalen University, Mälardalen University, Department of Computer Science and Engineering, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-5726.

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Nowadays, as the use of computers is rapidly spreading to our life, software is getting more and more complex and large in computer systems. Therefore, the software configuration management (SCM) is playing an increasingly important role in the software development process. One of its significant activities is change management, which has an outstanding role in dealing with the continued and concurrent change requirements during the system development and use.

In this report, we describe some basic activities of SCM, overview some representative SCM CASE tools with emphasizing on change management and analyze a possibility of integration of SCM version management tool (e.g., Subversion) and error management tool (e.g., Bugzialla) in order to provide an integrated software configuration management and change management. Moreover, a set of exercises based on RCS are developed, which illustrate some SCM simple activities and their modification to facilitate version management and change management.

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Longton, B. "management behaviour and management information systems." Thesis, Open University, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.381688.

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Книги з теми "Management"

Ryzhikov, Sergey. Management: management methods. ru: INFRA-M Academic Publishing LLC., 2020. http://dx.doi.org/10.12737/1039875.

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The textbook contains questions that reveal the composition and nature of management methods. Methods of organizational dynamics, stages of evolution of management methods, characteristic features of modern techniques and methods of management are considered. The features of methods that promote self-organization are defined. The innovation in the described assessment methodology consists in the application of management methods. Meets the requirements of the Federal state educational standards of higher education of the latest generation. For undergraduate and graduate students 38.03.03 "personnel Management", 38.03.01 "Economics", 38.03.02 and 38.04.02" Management", 38.03.04 and 38.04.04" State and municipal management", teachers and practitioners in the field of management.

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Joint Commission on Accreditation of Healthcare Organizations. Plant, technology & safety management handbook: Safety management, life safety management, equipment management, utilities management. Edited by Camplin C. Roger and Tomasik Kristine. 2nd ed. Chicago, Ill. (875 N. Michigan Ave., Chicago 60611-1846): Joint Commission on Accreditation of Healthcare Organizations, 1989.

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Engelhard, Johann, and Walter A. Oechsler, eds. Internationales Management / International Management. Wiesbaden: Gabler Verlag, 1999. http://dx.doi.org/10.1007/978-3-663-07840-1.

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Accountants, Chartered Institute of Management. Management accounting: Financial management. London: Financial Training, 1993.

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Bowman, Cliff. Management: Management in practice. London: Heinemann, 1987.

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College, Open. Management.: Management and you. Warrington: Open College, 1992.

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Bowman, Cliff. Management: Management in practice. Oxford: Butterworth-Heinemann, 1993.

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Scarlett, Robert. Management Accounting: Performance management. Oxford: CIMA, 2003.

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Giordano, Leigh. Case management/facility management. Springfield, Ill: Illinois Dept. of Public Aid, 1986.

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Chartered Institute of Management Accountants., ed. Management accounting: Decision management. London: BPP Professional Education, 2005.

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Частини книг з теми "Management"

Lochmann, Hans-Dieter. "Facility Management im Umfeld des modernen Managements." In Facility Management, 13–22. Wiesbaden: Gabler Verlag, 1998. http://dx.doi.org/10.1007/978-3-322-84676-1_1.

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Hungenberg, Harald. "Strategisches Management als Teilaufgabe des Managements." In Strategisches Management in Unternehmen, 20–49. Wiesbaden: Gabler Verlag, 2011. http://dx.doi.org/10.1007/978-3-8349-6430-4_2.

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Hungenberg, Harald. "Strategisches Management als Teilaufgabe des Managements." In Strategisches Management in Unternehmen, 17–43. Wiesbaden: Gabler Verlag, 2001. http://dx.doi.org/10.1007/978-3-322-94533-4_2.

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Hungenberg, Harald. "Strategisches Management als Teilaufgabe des Managements." In Strategisches Management in Unternehmen, 20–49. Wiesbaden: Springer Fachmedien Wiesbaden, 2012. http://dx.doi.org/10.1007/978-3-8349-3841-1_2.

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Hungenberg, Harald. "Strategisches Management als Teilaufgabe des Managements." In Strategisches Management in Unternehmen, 20–47. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-06681-9_2.

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Hungenberg, Harald. "Strategisches Management als Teilaufgabe des Managements." In Strategisches Management in Unternehmen, 17–43. Wiesbaden: Gabler Verlag, 2000. http://dx.doi.org/10.1007/978-3-322-96498-4_2.

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Alas, Ruth, and Junhong Gao. "Crisis Management, Change Management, and Innovation Management." In Crisis Management in Chinese Organizations, 74–92. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230363168_7.

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Hinterhuber, Hans H. "Lean + Management = Lean Management." In Aufbruch in die Veränderung, 181–95. Wiesbaden: Gabler Verlag, 1995. http://dx.doi.org/10.1007/978-3-322-93784-1_5.

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Carmichael, David G. "Management and project management." In Risk and Systems, 97–98. Boca Raton: CRC Press, 2022. http://dx.doi.org/10.1201/9781003343592-15.

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Sheng, Zhaohan. "Management and Complex Management." In International Series in Operations Research & Management Science, 1–9. Singapore: Springer Nature Singapore, 2024. http://dx.doi.org/10.1007/978-981-97-3361-3_1.

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Тези доповідей конференцій з теми "Management"

Valerian, Vincent, Ronny Kountur, and Yosia Moelyono. "Management’s Attitude Towards Risk Management is the Moderating Variable Between Management’s Support and Risk Management Performance." In 3rd Asia Pacific Management Research Conference (APMRC 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200812.043.

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Maher, Nevenka. "Management v javnem sektorju." In Society’s Challenges for Organizational Opportunities: Conference Proceedings. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.fov.3.2022.39.

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Анотація:

COVID-19 disclosed how public institutions efficiency is important. Governance, administration and management support state efficiency. Management cares to operationalise legal framework and policy measures. In EU environment, in industry 4.0, the system management and performance management are first among specific kinds of managing activities that support policy action. System management is not leaving anything coincidently. It builds the whole system of areas of elements in advance. Performance management is carefully programming targets and results. As there is a lot to rethink, how and in which way to survive and to develop, people expect that policy brings impact and result. At the same time, it is expected that management is efficient and mature. That it develops in a mature way technical details when preparing decisions, measures and their evaluation. This paper analyses data obtained in a survey, how management maturity is seen and comparing maturity of public managemet and management in private sector.

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"Engineering management. Management of innovations. IT service management. Management of projects and risks." In 2017 International Conference "Quality Management,Transport and Information Security, Information Technologies" (IT&QM&IS). IEEE, 2017. http://dx.doi.org/10.1109/itmqis.2017.8085861.

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Lamb, John A., Mark W. Bredehoeit, and Steve R. Roehl. "Management zones for nitrogen management." In 33rd Biennial Meeting of American Society of Sugarbeet Technologist. ASSBT, 2005. http://dx.doi.org/10.5274/assbt.2005.22.

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Dyarini, Dyarini, and Siti Jamilah. "Risk Management of Zakat Management." In 1st International Conference on Islamic Ecnomics, Business and Philanthropy. SCITEPRESS - Science and Technology Publications, 2017. http://dx.doi.org/10.5220/0007085805630568.

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Sverchkov, I. P. "Coal Management Waste Management Technologies." In SCIENCE OF RUSSIA: TARGETS AND GOALS. "Science of Russia", 2019. http://dx.doi.org/10.18411/sr-10-10-2019-02.

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"Industrial management, management of innovations." In 2017 IEEE Conference of Russian Young Researchers in Electrical and Electronic Engineering (EIConRus). IEEE, 2017. http://dx.doi.org/10.1109/eiconrus.2017.7910805.

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"Industrial management, management of innovations." In 2018 IEEE Conference of Russian Young Researchers in Electrical and Electronic Engineering (EIConRus). IEEE, 2018. http://dx.doi.org/10.1109/eiconrus.2018.8317318.

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"Industrial Management, Management of Innovations." In 2019 IEEE Conference of Russian Young Researchers in Electrical and Electronic Engineering (EIConRus). IEEE, 2019. http://dx.doi.org/10.1109/eiconrus.2019.8656686.

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Mercier-Laurent, Eunika. "Knowledge Management and Risk Management." In 2016 Federated Conference on Computer Science and Information Systems. IEEE, 2016. http://dx.doi.org/10.15439/2016f555.

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Звіти організацій з теми "Management"

DEPARTMENT OF THE ARMY WASHINGTON DC. Information Management: Records Management: Official Mail and Distribution Management. Fort Belvoir, VA: Defense Technical Information Center, November 1992. http://dx.doi.org/10.21236/ada402271.

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DEPARTMENT OF THE ARMY WASHINGTON DC. Management: Total Army Quality Management. Fort Belvoir, VA: Defense Technical Information Center, March 2002. http://dx.doi.org/10.21236/ada401788.

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Vuono, Carl E. Management: Army Major Item Systems Management. Fort Belvoir, VA: Defense Technical Information Center, November 1987. http://dx.doi.org/10.21236/ada401934.

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LaBarre, L. OSI internet management: Management Information Base. RFC Editor, April 1991. http://dx.doi.org/10.17487/rfc1214.

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BRIGGS, S. L. K. ENVIRONMENTAL MANAGEMENT SYSTEM PROJECT MANAGEMENT PLAN. Office of Scientific and Technical Information (OSTI), September 1999. http://dx.doi.org/10.2172/757133.

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DEPARTMENT OF THE ARMY WASHINGTON DC. Management: Management of Army Models and Simulations. Fort Belvoir, VA: Defense Technical Information Center, July 1997. http://dx.doi.org/10.21236/ada401786.

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CORPS OF ENGINEERS WASHINGTON DC. Information Management: Management and Use of CORPSWEB. Fort Belvoir, VA: Defense Technical Information Center, July 1999. http://dx.doi.org/10.21236/ada403487.

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CORPS OF ENGINEERS WASHINGTON DC. Management Information Control: Management Information Control System. Fort Belvoir, VA: Defense Technical Information Center, January 1990. http://dx.doi.org/10.21236/ada404680.

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DEPARTMENT OF THE ARMY WASHINGTON DC. Management: Stationing. Fort Belvoir, VA: Defense Technical Information Center, March 2001. http://dx.doi.org/10.21236/ada401785.

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SECRETARY OF THE AIR FORCE WASHINGTON DC. Software Management. Fort Belvoir, VA: Defense Technical Information Center, July 2000. http://dx.doi.org/10.21236/ada404975.

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