Top Management Systems for Forecasting and Monitoring Pay Costs and Staff Numbers

1987 ◽  
Vol 38 (10) ◽  
pp. 935
Author(s):  
Robert G. Curtis
Keyword(s):  
Management Systems ◽  
Top Management

Significance of Knowledge Harvesting in Open Innovation in Business Ventures

2018 ◽  
pp. 20-35
Keyword(s):  
Knowledge Management ◽  
Open Innovation ◽  
Management Systems ◽  
Top Management ◽  
Knowledge Management Systems ◽  
Harvesting Systems ◽  
Professional Pride

Enterprises do not give much importance to creating knowledge management systems pertaining to their organization. Most of the top management in organizations are under the impression that these systems will be misused by their employees. Some of the organizations fear that there is every likelihood that their employees, after updating their knowledge of their system, may leave their organization to better their prospects. It would be better if the top management in the organization were open and transparent for creating knowledge management systems. This approach will help employees to make use of the knowledge management systems. By making use of these systems, employees will be able to create knowledge harvesting systems. Knowledge harvesting systems will facilitate them to create an open innovation environment. Involvement of employees in an open innovation environment makes them take professional pride and feel they are the backbone of their organization. This chapter explains the benefits from knowledge harvesting systems in the context of open innovation initiative ventures. Case illustrations in this chapter stress the importance of knowledge harvesting systems in the open innovation environment in organizations.

Physical Distribution—A New Dimension of Management Control

1971 ◽  
Vol 93 (2) ◽  
pp. 401-407
Author(s):  
John F. Spencer
Keyword(s):  
Management Control ◽  
Management Systems ◽  
Top Management ◽  
Business Organizations ◽  
Physical Distribution ◽  
Distribution Management ◽  
Management Structure ◽  
Inherent Property

This paper describes how physical distribution management systems have the inherent property of improving top management’s control of performance and costs in typical business organizations. It suggests some of the shortcomings of segmented types of control and of incentives related to segmental controls; it explains how the introduction of an integrative principle in management structure can correct these shortcomings, while relieving top management of certain tasks which can be delegated, and in some instances even computerized.

scholarly journals The Influences of Multiple Factors in the Success of Strategic Planning in Project Management

2021 ◽  
Vol 12 (1) ◽  
pp. 31
Author(s):  
Stacy Lynch
Keyword(s):  
Project Management ◽  
Strategic Planning ◽  
Success Factors ◽  
Management Systems ◽  
Top Management ◽  
Statistical Population ◽  
Key Success Factors ◽  
Multiple Factors ◽  
Natural Outcome

Strategic planning is a process that involves informed dialog among the committee members over a period of time such that a consensus emerges as a natural outcome. In this paper, the multiple factors influencing success of strategic planning has been studied. Key success factors in strategic planning of project management contain such activities that must be performed if the organization intends to achieve its long-term targets. A large majority of enterprises only have a handful of key success factors. Nonetheless, even if one of these success factors is not executed accurately and precisely, the enterprises’ competitive strategy might be threatened. The key success factors in achieving project management excellence also apply to other types of organizations, including those which have not thoroughly implemented their project management systems. Though most organizations are sincere in their efforts to thoroughly implement their systems, stumbling stones are inevitable and have to be overcome. The statistical population of this research is composed of managers, consultants, and experts involved in the strategic planning in project management. According to the research results, the involvement of top management, involvement of team personnel, knowledge of the top management of strategic planning, and organizational culture are the most effective factors of strategic planning.

scholarly journals Critical success factors for improving learning management systems diffusion in KSA HEIs: An ISM approach

2021 ◽  
Author(s):  
Yousef Alduraywish ◽  
John Patsavellas ◽  
Konstantinos Salonitis
Keyword(s):  
Structural Equation ◽  
Success Factors ◽  
Learning Management Systems ◽  
Appropriate Technology ◽  
Management Systems ◽  
Equation Modeling ◽  
Future Research ◽  
Top Management ◽  
Learning Management ◽  
Significant Factors

AbstractHigher educational institutes (HEIs) are managing their resources by using learning management systems (LMS) which facilitate the learning processes. This paper aims to develop the relationships among success factors typically found in the technology, as well as the human and organisational aspects using an interpretive structural modelling (ISM) approach for LMS diffusion in HEIs in the Kingdom of Saudi Arabia (KSA). The success factors possessing a higher driving power in the ISM approach need to be prioritised as many other dependent variables are affected by them. Success factors emerging with high dependence contribute to facilitating the implementation of LMS. A key finding of the modelling is that clearly defined information technology (IT) policies along with appropriate technology infrastructure are significant factors for facilitating the technology aspect of LMS implementation. Additionally, the strengthening and standardisation of IT education resources, level of computer skills, proper training programmes for staff to deliver knowledge to users as well as a high level of human competencies are significant factors for facilitating the human aspect of LMS implementation. Moreover, the support of top management is a very significant factor for improving the organisational aspect of LMS. To ensure successful LMS implementation, KSA HEIs should focus on effective learning environments, facilitate education activities, top management involvement and increased interaction between pedagogy and technology. Understanding user characteristics and online needs is essential to ensure that barriers are overcome, ensuring successful and continued LMS implementation. Further, in this research, the relationship models among the identified success factors in terms of technology, human and organisational have not been statistically validated. However, it has been suggested that future research may be targeted to develop the initial model through ISM for success factors for improving LMS implementation and then testing it using Structural equation modeling (SEM).

scholarly journals Tinjauan Kesiapan Terhadap Implementasi Business Continuity Management Systems (BCMS) Berbasis ISO 22301 dan ISO 27001 (Studi Kasus: PT. JPK)

2019 ◽  
Vol 13 (2) ◽  
pp. 76
Author(s):  
Evan Hardyanto Prakasita ◽  
R. V. Hari Ginardi
Keyword(s):  
Information Security ◽  
Operating Procedure ◽  
Gap Analysis ◽  
Management Systems ◽  
Business Continuity ◽  
Top Management ◽  
Business Continuity Management ◽  
Control Objective ◽  
Iso 27001

Dengan berkembangnya teknologi dan matangnya setiap orang dalam menggunakan TIK, maka muncul sebuah tuntutan dari setiap orang yang menggunakan layanan perusahaan mengenai keharusan memiliki Business Continuity Management Systems (BCMS) dalam penyediaan layanan maupun ketersediaan produknya. Oleh sebab itu, diperlukan sebuah solusi agar para pengguna TIK (pegawai dan pelanggan) dapat terus menggunakan layanan yang diberikan oleh perusahaan. Hal ini melatar belakangi menejemen PT. JPK menerapkan BMCS. Dengan penerapan tersebut maka, tujuan dari penelitian ini yaitu guna mengukur kondisi dan kesiapan saat ini PT. JPK terhadap BCMS berbasis ISO 22301 dengan pendekatan control objective mengenai Information Security Aspects of Business Continuity Management dari ISO 27001, lalu melakukan strategi pememenuhan gap dan mempunyai Strandard Operating Procedure (SOP) hingga bisa digunakan perusahaan untuk sertifikasi ISO 22301. Langkah dimulai dari Studi literatur yang terkait dengan BCMS, sejarah maupun proses bisnis di PT. JPK. Selanjutnya melakukan review dokumen terkait proses bisnis di PT. JPK dan memetakan gap yang terjadi dengan assessment yang sudah dibuat. Pengumpulan data didapat melalui kuesioner dan wawancara kepada responden untuk mengetahui komitmen dari top management. Lalu melalukan gap analysis dan melakukan strategi pemenuhan gap. Hasil dari penelitian ini dari 83 pertanyaan kuesioner, hanya 51,81% yang comply dan sisanya 48,19% bisa comply dengan catatan. Mendapat dukungan dari top management untuk implementasi BCMS, PT. JPK siap melakukan perbaikan implementasi, dokumentasi maupun prosedur.

scholarly journals Quality objectives in management systems – their attributes, establishment and motivational function

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marek Bugdol ◽  
Piotr Jedynak
Keyword(s):  
Content Analysis ◽  
Design Methodology ◽  
Communication Process ◽  
Management Systems ◽  
Top Management ◽  
Content Type ◽  
Motivational Effect ◽  
Theoretical Assumptions ◽  
And Function ◽  
Role And Function

PurposeThe aim of this paper is to show the ways of setting quality objectives, their attributes and the conditions under which they can perform a motivational function.Design/methodology/approachCollecting relevant data, the authors used the results of previous research and theoretical assumptions concerning quality objectives. Subsequently, they carried out a survey and exemplification research based on participatory observations, document content analysis and interviews.FindingsGoals are set mainly by top management, but the communication process itself is insufficient; the needs of system users are not taken into account. In the opinion of the employees, quality objectives are measurable and objective, although not very ambitious. For quality objectives to fulfil a motivational function, they should be objective and measurable. Also, the allocation of tasks among employees needs to be fair. Furthermore, quality objectives have to play a greater role in remuneration systems.Originality/valueThis paper is one of the first publications on the role and function of quality objectives. Its advantage is that it defines the conditions under which such objectives can have a motivational effect and encourage employees to pursue the improvement of their products and services.

scholarly journals Principles of organization and structure of the management system of a holding type company

Upravlenie ◽  
2019 ◽  
Vol 7 (3) ◽  
pp. 54-62 ◽  
Author(s):  
A. Borovikov ◽  
O. Smolyakov
Keyword(s):  
Project Management ◽  
Key Management ◽  
Management System ◽  
Rocket Engine ◽  
Management Systems ◽  
Control Group ◽  
Top Management ◽  
Management Units ◽  
Management Company ◽  
Basic Functions

One of the main tasks of building an effective management structure for a group of companies of the holding type has been designated− it is the harmonization of the interests of top management and owners. The experience of improving the management systems of a number of really active groups of companies and diversified enterprises (including the sector of aviation and rocket engine building) focused on both scientific and technical, and production and commercial business, has been taken into account. Options for organizational structures of the group of companies have been considered. Attention has been drawn to the fact, that the choice of a variant of the structure of a group of companies should be the result of the agreements, reached between the decision-making center, investors and the top management of the management company.The basic functions of the basic elements of the structural bush of a group of companies have been formulated. In the multi-project management paradigm, the methodology of structure synthesis and the development of basic procedures for the management system of a holding-type group of companies have been considered, and the basic canonical structure of the management company and the project management apparatus of the production-scientific-commercial group of companies has been proposed, which includes two the main management units: the earning wing and the serving (control and analytical) wing. The features of the functioning of such key management units of the executive office and commercial management as analytical group, plan development and control group and market measurement group, have been considered.The importance of the vocational guidance component of the Directorate of Personnel Management, based on psychodiagnostic methods, has been noted. The basic functions of the management departments of the management company have been formulated, and the procedures for interaction between them have been enumerated in detail. The requirements for key management company personnel have been noticed. The option of material incentives for employees at the stage of promotion of the business unit has been proposed. It has been especially noted, that when making a decision on the improvement of existing management systems in enterprises, both technical and historical features of the realities in these corporations (enterprises) should be carefully considered.

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