Achieving strategic objectives through operational modeling

2006 ◽  
Author(s):  
Raj Ramesh
Keyword(s):  
Strategic Objectives

Financing of regional projects for digital development of the economy and individual industries of Russia

2020 ◽  
Vol 26 (3) ◽  
pp. 615-629
Author(s):  
V.N. Edronova
Keyword(s):  
Financial Support ◽  
Federal District ◽  
Digital Economy ◽  
Economic Sectors ◽  
Strategic Objectives ◽  
Russian Economy ◽  
Digital Development ◽  
Regional Project ◽  
Passport Data ◽  
Regional Projects

Subject. This article analyzes the current level and prospects for the digitalization of the Russian economy as a whole, depending on investments in the digital economy and individual economic sectors of the regions. Objectives. The article aims to investigate the financial support of regional projects and assess the results of digitalization in the regions of the Volga Federal District. Methods. For the study, I used the methods of assembling, analyzing, and generalizing of the regional project passport data. Results. The article presents the results of the regions' digital development, a summary assessment of the volume and structure of the planned financial investments in the digital development of the Volga Federal District entities, and identifies their features, general and distinctive characteristics by region, digitalization area, and source of funds. Conclusions and Relevance. All the regions under study have developed the passports of regional projects to digitalize the economy and are increasing their digital potential with varying degrees of activity. The financial support of projects differs significantly in volume and structure of financing, depending on the financial capabilities of a particular region and the strategic objectives set. The findings can be used in further research to assess the financial components of the digital economy and are of interest to scientists, undergraduates, and graduate students whose research is related to the digital economics, as well as specialists in regions involved in the implementation of regional projects.

Improving the integrated reporting of electric-power industry companies

2020 ◽  
Vol 23 (8) ◽  
pp. 922-939
Author(s):  
N.V. Malinovskaya ◽  
M.D. Malinovskii
Keyword(s):  
Comparative Analysis ◽  
Electric Power ◽  
Electric Power Industry ◽  
Power Industry ◽  
Integrated Reporting ◽  
Strategic Objectives ◽  
Methods Of Analysis ◽  
Analysis And Synthesis ◽  
Guiding Principles

Subject. This article deals with the issues relating to improving integrated reporting in terms of dovetailing strategic objectives with capital changes. Objectives. The article aims to develop a system of indicators for disclosure of capital types in integrated reporting of electricity generating companies, as well as recommendations aimed at implementing the fundamental concepts and guiding principles of integrated reporting. Methods. For the study, we used the methods of analysis and synthesis, comparison, generalization, and abstraction. As a case study, we conduct a comparative analysis of the disclosure of six types of capital by the largest electricity generating companies, namely PAO Inter RAO, AO Rosenergoatom and PAO RusHydro. Results. The article formulates proposals for disclosure of capital information to address such a lack of accountability as a contradiction to the principle of coherence. It proposes a system of indicators (core and additional) for disclosure of six types of capital by electricity generating companies. Conclusions. A significant reporting problem is the lack of correlation between key strategic objectives and capital changes. The formulated recommendations for disclosure of capital information can help solve this problem, and increase the attractiveness of the integrated report for capital providers.

Rancangan Sistem Pengukuran Kinerja Berbasis Human Resource Scorecard Pada Universitas Muhammadiyah Luwuk

2020 ◽  
Vol 10 (1) ◽  
pp. 63-71
Author(s):  
Nurhaeda Abbas ◽  
Anggraini Sukmawati ◽  
Muhammad Syamsun
Keyword(s):  
Performance Measurement ◽  
Human Resource ◽  
Performance Measurement System ◽  
Group Discussions ◽  
Strategic Objectives ◽  
Depth Interview ◽  
And Performance ◽  
The Right ◽  
Hierarchy Process ◽  
The Relationship

Today the performance measurement of Muhammadiyah Luwuk uUniversity’s performance has not formulated yet based on University’s vision and mission. It will affect the strategic steps needed and performance improvement efforts in the future.  Human resource scorecard is the right system to be applied in Muhammadiyah Luwuk University. The purpose of this study is to designed a performance measurement system at Muhammadiyah Luwuk University using the Human Resource Scorecard with four perspectives: stakeholder, academic management and kemuhammadiyaan, operational and innovation, as well as and learning. Data was analyzed by analytical hierarchy process method. This research was conducted by distributing questionnaires, focus group discussions and in-depth interview with stakeholders at Muhammadiyah Luwuk University. The results showed that there were 14 strategic objectives and 33 key performance indicators to be achieved by the priority objectives, which are: empowerment and development of faculty, increased administrative process quality, improved sound budget performance and, improvement of the relationship with stakeholders.

Comparative Assessment of Poverty Indicators in the European Part of the CIS and the European Union as a Social Criterion of Economic Security

2020 ◽  
Vol 26 (9) ◽  
pp. 924-939
Author(s):  
V. A. Tsvetkov ◽  
K. Kh. Zoidov ◽  
K. S. Yankauskas ◽  
Sh. Kobil
Keyword(s):  
European Union ◽  
Comparative Analysis ◽  
Poverty Reduction ◽  
Economic Security ◽  
Actual State ◽  
The European Union ◽  
Poverty Dynamics ◽  
Subsistence Level ◽  
Strategic Objectives ◽  
Poverty Indicators

The presented study comparatively analyzes indicators of the level of poverty and social inequality in Belarus, Ukraine, Moldova, and the European Union (EU) as a criterion of national economic security.Aim. The study aims to examine existing approaches to determining the level of poverty and its dynamics and to consider suggestions for improving this methodology.Tasks. The authors examine and comparatively analyze approaches and methods for determining the level of poverty and its dynamics in the European Union and the CIS countries that are not members of the Eurasian Economic Union (EAEU).Methods. This study uses the methods of systems analysis, evolutionary-institutional theory, and historical approach.Results. Determining the level of poverty based on the number of citizens with incomes below the subsistence level can lead to misrepresentation of the actual state of this phenomenon. Calculation of poverty indicators based on consumer spending provides more accurate data on the level of poverty in a country where a significant share of the population’s income is generated by remittances from individuals living abroad, which are not reflected in official income statistics. A comparative analysis of poverty dynamics shows that in 2013 the level of poverty in all four examined countries decreased compared to 2006. Poverty dynamics in Russia and Belarus is more synchronized than in Ukraine and Moldova. A common methodology for calculating the level of poverty in all EU countries makes it possible to conduct a more thorough comparative analysis of poverty dynamics and to formulate more accurate recommendations in the field of anti-poverty policies. Based on the identified poverty dynamics in the EU and Russia, it is highly possible that strategic objectives on poverty reduction in the European Union and Russia will not be completed.Conclusions. To exclude the possibility of interested authorities influencing the dynamics of the poverty indicator by changing its threshold values depending on the current economic or political situation, it is necessary to switch to comprehensive assessment of this indicator in Russia. For comparative cross-country data analysis, it is advisable to consider the possibility of creating a Eurasian Statistics Service within the EAEU that would collect statistics and standardize statistical methods among the EAEU member states.

An Overview of Salt I

1973 ◽  
Vol 67 (5) ◽  
pp. 28-35
Author(s):  
John B. Rhinelander
Keyword(s):  
United States ◽  
The United States ◽  
Ballistic Missile ◽  
Political Leaders ◽  
Strategic Objectives ◽  
Weapons Systems

Salt deals with strategic objectives and doctrine, weapons systems, evolving technology, and is discussed in esoteric terminology. Decisions, however, are made by political leaders in the United States and the USSR in political contexts. Of the four agreements concluded at SALT I, the Anti-Ballistic Missile (ABM) Treaty is clearly the most important. Odier agreements are the Interim Agreement on Limitation of Strategic Offensive Systems; the Accident Measures Agreement; and the revised Hot Line Agreement.

scholarly journals Multicriteria Ranking for the Efficient and Effective Assessment of Police Departments

2021 ◽  
Vol 13 (8) ◽  
pp. 4251
Author(s):  
Thyago C. C. Nepomuceno ◽  
Cinzia Daraio ◽  
Ana Paula C. S. Costa
Keyword(s):  
Criminal Behavior ◽  
Performance Assessments ◽  
Police Performance ◽  
Police Departments ◽  
Strategic Objectives ◽  
Frontier Analysis ◽  
Promethee Ii ◽  
Effectiveness Analysis ◽  
Efficiency And Effectiveness ◽  
Effective Assessment

The nonparametric assessment of police efficiency and effectiveness is challenging due to the stochastic nature of criminal behavior and the subjective dependence on multiple decision criteria, leading to different prospects depending on the regulation, necessity, or organizational objective. There is a trade-off between sustainable efficiency and effectiveness in many police performance assessments, because many departments can be crime-specialized or cannot reproduce good results effectively on more severe or complex occurrences. This study aims to provide a non-compensatory ranking classification combining Conditional Frontier Analysis with the PROMETHEE II methodology for the multidimensional efficiency and effectiveness analysis of police. The results on Pernambuco (Brazil) Police departments offer interesting perspectives for public administrations concerning prioritizations of units based on the mitigation of resources and strategic objectives.

scholarly journals What can we learn about systems leadership from the building of a Welsh surge hospital and how might this be applied beyond the current COVID-19 response?

BMJ Leader ◽  
2020 ◽  
pp. leader-2020-000311
Author(s):  
William Beharrell ◽  
Len Richards ◽  
Martin Driscoll ◽  
Jonathon Gray
Keyword(s):  
Narrative Analysis ◽  
Hierarchical Structures ◽  
Strategic Objectives ◽  
Design And Implementation ◽  
Systems Leadership ◽  
Individual Accounts

BackgroundMethodsIt draws on a series of 20 interviews with key protagonists and employs a Bakhtinian approach to narrative analysis, which explores the interplay between individual accounts and larger sociocultural themes.ResultsConclusionsIt concludes that the success in managing the complexity of this project can largely be attributed to a systems leader approach that draws on the power of an agile network to be replenished and redeployed against rapidly evolving strategic objectives. This effectively constitutes a parallel operating structure, which is devoted to the design and implementation of strategy based on a continual assessment of the organisation and serves to strengthen rather than supersede established hierarchical structures of authority.

TECHNO21: Design and Implementation of a New Performance Management System

2021 ◽  
pp. 097282012199495
Author(s):  
Asfia Obaid ◽  
Saman Rahman ◽  
Asia Mehmood ◽  
Neelab Kayani
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
System Design ◽  
Performance Management ◽  
Management System ◽  
Performance Management System ◽  
Performance Levels ◽  
Strategic Objectives ◽  
Design And Implementation ◽  
The Face

The case highlights the key concerns and issues an organization may face if its performance management system (PMS) does not serve its intended purpose and how it can cause demotivation and dissatisfaction among employees and result in an overall decline in organizational performance. It also illustrates how employees’ organizational culture and perception can be as important as the system design and can present challenges even if an elaborate system is planned. In the face of increasing turmoil among employees towards management and the decreasing performance of the organization, TECHNO21 decided to change its current PMS, which seemed a difficult but necessary step to achieve the desired performance levels and overall strategic objectives of the organization.

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