How Multilevel Societal Learning Processes Facilitate Transformative Change: A Comparative Case Study Analysis on Flood Management

Directory of Open Access Journals (Sweden)

Claudia Pahl-Wostl

2013-12-01

Full Text Available Sustainable resources management requires a major transformation of existing resource governance and management systems. These have evolved over a long time under an unsustainable management paradigm, e.g., the transformation from the traditionally prevailing technocratic flood protection toward the holistic integrated flood management approach. We analyzed such transformative changes using three case studies in Europe with a long history of severe flooding: the Hungarian Tisza and the German and Dutch Rhine. A framework based on societal learning and on an evolutionary understanding of societal change was applied to identify drivers and barriers for change. Results confirmed the importance of informal learning and actor networks and their connection to formal policy processes. Enhancing a society's capacity to adapt is a long-term process that evolves over decades, and in this case, was punctuated by disastrous flood events that promoted windows of opportunity for change.

FUNDAMENTALS OF CHANGE MANAGEMENT

Directory of Open Access Journals (Sweden)

Alexandra Patricia Braica

2013-12-01

Full Text Available To understand the mechanisms of change within an organization, as well as those of innovation, one must consider the constructed character of change. Change is not a natural phenomenon, it is an issue that requires research. However, change should not be understood as a crisis, or even as a mere process of adaptation or development, but rather as a manifestation of a multitude of mutations within institutions. The main subject of study in change management is organization. The exercise of management functions in processes of change comprises diverse activities starting at the moment of realizing the need for change, and up until the moment of transformations imposed by the implementation of these changes.

Process-based models are required to manage ecological systems in a changing world

Science.gov (United States)

K. Cuddington; M.-J. Fortin; L.R. Gerber; A. Hastings; A. Liebhold; M. OConnor; C. Ray

2013-01-01

Several modeling approaches can be used to guide management decisions. However, some approaches are better fitted than others to address the problem of prediction under global change. Process-based models, which are based on a theoretical understanding of relevant ecological processes, provide a useful framework to incorporate specific responses to altered...

Beyond the Rational: The Strategic Management Process, Cultural Change and Post-Incorporation Further Education.

Science.gov (United States)

Watson, George; Crossley, Michael

2001-01-01

Examines the introduction and evolution of the Strategic Management Process in England's further education sector. Critiques the transfer of business-sector management models to postsecondary education, reviews related policy literature, and summarizes a detailed longitudinal study of cultural change in one college embarking upon incorporation.…

Managing organizational change in an international scientific network: A study of ICES reform processes

NARCIS (Netherlands)

Stange, K.; Olssen, P.; Österblom, H.

2012-01-01

Organizations involved in the governance of natural resources are challenged to adjust to the call for more holistic management approaches. This often necessitates organizational change. Here change processes in the International Council for the Exploration of the Sea (ICES) during the years

The strengths and weaknesses of the transformational change management process in the South African department of correctional services: A critical analysis

Directory of Open Access Journals (Sweden)

Mbongeni A. Mdletye

2014-12-01

Full Text Available Change management research has become a critical focus area for change scholars because of the low success rate in change implementation. This exposition of how the transformational change process has been managed at the Department of Correctional Service was meant to show managers, particularly in the said department, that unless managers pay serious attention to certain critical aspects which must form part of the change management process, no real change would be attained. This becomes critical if one considers that there is still a long way to go in the process of transformation to the philosophy of rehbilitation, namely transforming correctional centres to effective institutions of offender rehabilitation. There is currently limited literature on organisational change approaches that are people-oriented. The available literature seems to focus more on the technical aspects (hard issues such as structures, systems and practices in terms of change management at the expense of people issues (soft issues such as the human factors. It has been argued that the neglect of people issues in the management of organisational change processes is responsible for the high failure rate in change implementation. For purposes of contextualising transformational change management within the setting of the Department of Correctional Services, an extensive literature study was undertaken. This was followed by an empirical analysis of data collected through survey questionnaires from correctional officials and offenders respectively. The research established that there were strong and weak points in the DCS transformational change management process from the perspective of both research participants.

Change management for semantic web services

CERN Document Server

Liu, Xumin; Bouguettaya, Athman

2011-01-01

Change Management for Semantic Web Services provides a thorough analysis of change management in the lifecycle of services for databases and workflows, including changes that occur at the individual service level or at the aggregate composed service level. This book describes taxonomy of changes that are expected in semantic service oriented environments. The process of change management consists of detecting, propagating, and reacting to changes. Change Management for Semantic Web Services is one of the first books that discuss the development of a theoretical foundation for managing changes

Assessment of Processes of Change for Weight Management in a UK Sample

Science.gov (United States)

Andrés, Ana; Saldaña, Carmina; Beeken, Rebecca J.

2015-01-01

Objective The present study aimed to validate the English version of the Processes of Change questionnaire in weight management (P-Weight). Methods Participants were 1,087 UK adults, including people enrolled in a behavioural weight management programme, university students and an opportunistic sample. The mean age of the sample was 34.80 (SD = 13.56) years, and 83% were women. BMI ranged from 18.51 to 55.36 (mean = 25.92, SD = 6.26) kg/m2. Participants completed both the stages and processes questionnaires in weight management (S-Weight and P-Weight), and subscales from the EDI-2 and EAT-40. A refined version of the P-Weight consisting of 32 items was obtained based on the item analysis. Results The internal structure of the scale fitted a four-factor model, and statistically significant correlations with external measures supported the convergent validity of the scale. Conclusion The adequate psychometric properties of the P-Weight English version suggest that it could be a useful tool to tailor weight management interventions. PMID:25765163

Acquisition and Merger Process Through the Eyes of Employees : A Case Study on How Change Management and Integration Process Affected the Employees of Company X

OpenAIRE

Maidell, Terhi

2015-01-01

This study is a case study about acquisition and merger process, which took place in February 2014, when Company X(name changed) bought three magazines and 42 employees were transferred from Company Y (name changed). The topic covers such issues as; change management during acquisition and merger from the employees’ point of view, how employees react to change and how they experience the change management process. The aim of the study is to understand the employee side of the story during cha...

49 CFR 659.31 - Hazard management process.

Science.gov (United States)

2010-10-01

... 49 Transportation 7 2010-10-01 2010-10-01 false Hazard management process. 659.31 Section 659.31... Agency § 659.31 Hazard management process. (a) The oversight agency must require the rail transit agency..., operational changes, or other changes within the rail transit environment. (b) The hazard management process...

Adaptive Process Management with ADEPT2

NARCIS (Netherlands)

Reichert, M.U.; Rinderle, S.B.; Kreher, U; Dadam, P.

2005-01-01

This demo paper describes core functions of the ADEPT2 process management system. In the ADEPT project we have been working on the design and implementation of a next generation process management software. Based on a conceptual framework for dynamic process changes, on novel process support

Engineering change management report 2011

DEFF Research Database (Denmark)

Maier, Anja; Langer, Stefan

Changes or modifications have always been a fundamental part of product- and service design, yet they are often costly and potentially decrease overall development efficiency and effectiveness. How Danish manufacturing firms are able to improve engineering change management practice is a decisive......, challenges, and strategies for improved engineering change management of more than 90 engineering firms from different industry sectors and sizes in Denmark. In particular, the report presents an overview of current practice of engineering change management in Denmark, shows the extent to which engineering...... implementation, with software use in comparison being surprisingly low. The biggest problems listed range from engineering change process support to internal and external communication and the need for company-internal awareness and competence training for better engineering change management. The biggest need...

Unreviewed Disposal Question: A Discipline Process to Manage Change in LLW Disposal

International Nuclear Information System (INIS)

Goldston, W.T.

2000-01-01

The Department of Energy's waste management Order, DOE O 435.1, requires that low--level waste disposal facilities develop and maintain a radiological performance assessment to ensure that disposal operations are within a performance envelope defined by performance objectives for long-term protection of the public and the environment. The Order also requires that a radiological composite analysis be developed and maintained to ensure that the disposal facility, in combination with other sources of radioactive material that may remain when all DOE activities have ceased, will not compromise future radiological protection of the public and the environment. The Order further requires that a Disposal Authorization Statement (DAS) be obtained from DOE Headquarters and that the disposal facility be operated within the performance assessment, composite analysis, and DAS. Maintenance of the performance assessment and composite analysis includes conducting test, research, and monitoring activities to increase confidence in the results of the analyses. It also includes updating the analyses as changes are proposed in the disposal operations, or other information requiring an update, becomes available. Personnel at the Savannah River Site have developed and implemented an innovative process for reviewing proposed or discovered changes in low-level radioactive waste disposal operations. The process is a graded approach to determine, in a disciplined manner, whether changes are within the existing performance envelope, as defined by the performance assessment, composite analysis, and DAS, or whether additional analysis is required to authorize the change. This process is called the Unreviewed Disposal Question (UDQ) process. It has been developed to be analogous to the Unreviewed Safety Question (UDQ) process that has been in use within DOE for many years. This is the first formalized system implemented in the DOE complex to examine low-level waste disposal changes the way the

The Importance of Emotion Management Emerging for the Prevention of Resistance in the Change Process: A Perspective for Service Businesses

Directory of Open Access Journals (Sweden)

Meryem Akoğlan Kozak

2014-07-01

Full Text Available The aim of this study is to draw the attention to the importance of emotions preventing employees’ resistance to change during the change process. The most important obstacle in today’s enterprises is the resistance of the employees to changing applications. To prevent this resistance methods such as prediction, ensure participation, communication, education, reconciliation, force are usually used. However, considering the structure of tourism managements which is labor-intensive or human-oriented, besides these traditional methods to prevent resistance also must be used as a method of managing emotions. As a result of the evaluation about the subject over literature; emotion management is an awareness in the sector, but it isn’t used as a method of preventing resistance. Emotion management which is used for preventing resistance in change process is expected to make easier this process in tourism managements. For this purpose, employees constantly informing, supporting and clarity towards them, special interest to them, by pinpointing desires and needs, to perform the effort up and continuous learning to encourage such applications are recommended.

Managing change and people in libraries

CERN Document Server

Massey, Tinker

2009-01-01

Managing Change and People in Libraries is designed to help library staff find options and compromises to personnel and management problems associated with the constant changes faced in libraries today. This text looks at theories of management, how people and processes change the stresses faced, how to analyze problems, find directions for change to be used and learn how to change negatives into positives in the workplace. The book is designed to help readers find direction and purpose in working practice.Theories explained through real life examplesAlternatives devel

Patterns-Based IS Change Management in SMEs

Science.gov (United States)

Makna, Janis; Kirikova, Marite

The majority of information systems change management guidelines and standards are either too abstract or too bureaucratic to be easily applicable in small enterprises. This chapter proposes the approach, the method, and the prototype that are designed especially for information systems change management in small and medium enterprises. The approach is based on proven patterns of changes in the set of information systems elements. The set of elements was obtained by theoretical analysis of information systems and business process definitions and enterprise architectures. The patterns were evolved from a number of information systems theories and tested in 48 information systems change management projects. The prototype presents and helps to handle three basic change patterns, which help to anticipate the overall scope of changes related to particular elementary changes in an enterprise information system. The use of prototype requires just basic knowledge in organizational business process and information management.

Autonomy and Emotion Management. Middle managers in welfare professions during radical organizational change

Directory of Open Access Journals (Sweden)

Hulda Mjöll Gunnarsdóttir

2016-03-01

Full Text Available This case study was conducted among middle managers during a period of radical change within the Norwegian child welfare service. Our goal was to explore how the middle managers handle and respond to emotional dissonance and constraints in autonomy during the change process. We collected data through group meetings, individual interviews, and focus groups. Prior research on middle managers has shown their importance in the implementation of organizational change. We propose that middle managers conduct emotion work, emotional labor, and emotional balancing in response to the increased complexity of organizational expectations during change processes. Further, we argue that the need for relevant emotion management reflects a threat to managers’ autonomy. Our findings indicate that middle managers feel emotional dissonance, due to their position as both recipients and executers of organizational change. This makes them vulnerable to questions of loyalty, and they feel they have no backstage where they can express themselves openly. However, their ability to plan emotion management and to balance various conflicting expectations enables them to maintain autonomy during a radical change process. Our basic arguments and findings are summarized by applying the logic of a historistic functional model.

USAR managing and updating process

International Nuclear Information System (INIS)

Prah, M.; Spiler, J.

1996-01-01

In this paper basis and background of the FSAR (Final Safety Analysis Report) document and its conversion process to the USAR (Updated Safety Analysis Report) document are described. In addition, there are internal and external reviews as approval process presented. The following is included in our new approach to manage USAR changes: initiating the USAR change, technical reviewing, preparing a safety evaluation, KSC (Krsko Safety Committee) and KOC (Krsko Operating Committee) review, ESD Director approval, and the Regulatory Body review or approval. The intensive technological modification activities started in the year 1992 when the NEK Engineering Services Division was established. These activities are one of the most important reason for a very intensive USAR items change. The other reason for its conversation to an electronic format is a possibility for easier and faster searching, updating and changing process and introducing a new systematic USAR managing approach as mentioned above. (author)

Managing for climate change on protected areas: An adaptive management decision making framework.

Science.gov (United States)

Tanner-McAllister, Sherri L; Rhodes, Jonathan; Hockings, Marc

2017-12-15

Current protected area management is becoming more challenging with advancing climate change and current park management techniques may not be adequate to adapt for effective management into the future. The framework presented here provides an adaptive management decision making process to assist protected area managers with adapting on-park management to climate change. The framework sets out a 4 step process. One, a good understanding of the park's context within climate change. Secondly, a thorough understanding of the park management systems including governance, planning and management systems. Thirdly, a series of management options set out as an accept/prevent change style structure, including a systematic assessment of those options. The adaptive approaches are defined as acceptance of anthropogenic climate change impact and attempt to adapt to a new climatic environment or prevention of change and attempt to maintain current systems under new climatic variations. Last, implementation and monitoring of long term trends in response to ecological responses to management interventions and assessing management effectiveness. The framework addresses many issues currently with park management in dealing with climate change including the considerable amount of research focussing on 'off-reserve' strategies, and threats and stress focused in situ park management. Copyright © 2017 Elsevier Ltd. All rights reserved.

Understanding and Managing Process Interaction in IS Development Projects

DEFF Research Database (Denmark)

Bygstad, Bendik; Nielsen, Peter Axel

2005-01-01

Increasingly, information systems must be developed and implemented as a part of business change. This is a challenge for the IS project manager, since business change and information systems development usually are performed as separate processes. Thus, there is a need to understand and manage......-technical innovation in a situation where the organisational change process and the IS development process are parallel but incongruent. We also argue that iterative software engineering frameworks are well structured to support process interaction. Finally, we advocate that the IS project manager needs to manage...... the relationship between these two kinds of processes. To understand the interaction between information systems development and planned organisational change we introduce the concept of process interaction. We draw on a longitudinal case study of an IS development project that used an iterative and incremental...

Waste Management Process Improvement Project

International Nuclear Information System (INIS)

Atwood, J.; Borden, G.; Rangel, G. R.

2002-01-01

The Bechtel Hanford-led Environmental Restoration Contractor team's Waste Management Process Improvement Project is working diligently with the U.S. Department of Energy's (DOE) Richland Operations Office to improve the waste management process to meet DOE's need for an efficient, cost-effective program for the management of dangerous, low-level and mixed-low-level waste. Additionally the program must meet all applicable regulatory requirements. The need for improvement was highlighted when a change in the Groundwater/Vadose Zone Integration Project's waste management practices resulted in a larger amount of waste being generated than the waste management organization had been set up to handle

Effective management of changes: methodological and instrumental support

Directory of Open Access Journals (Sweden)

G. S. Merzlikina

2017-01-01

Full Text Available Small and medium-sized enterprises are characterized by maneuverability, readiness for change, and focus on innovation. But the growing instability of the external and internal environment requires the company to develop increasingly complex control systems. There were several models of management: by objectives, by processes and by changes. Achieving the goals involves the development and implementation of strategy and tactics. In business, strategy comes from the goal set by the owner before the organization. Process management describes and defines the main elements and categories of the process, observing the balance of responsibility and authority by creating a team to improve each business process. Management of changes is a special mechanism for the adoption and implementation of adequate management decisions. The article compares these management models, examines the criteria, indicators and factors for assessing the effectiveness of management of the organization. Comparative analysis showed that management of changes is more preferable for small and medium-sized businesses. Management of changes involves obtaining a certain idea of future trends in the development of the organization and the active use of entrepreneurial structure of modern management methods. This will ensure the economic stability and stability of the organization. Evaluation of the effectiveness of the enterprise can be carried out in accordance with performance indicators. The article suggests a matrix of selection of such indicators taking into account the sphere of influence. Recommendations are given on the choice of indicators of the effectiveness of achieving the goals. Also, the values under which the enterprise acquires stability of such key factors of management effectiveness as efficiency, capacity and sustainability of the organization are indicated. The theoretical and practical significance of this research is the development of methodological and

Change Management

OpenAIRE

Motab Raja Aljohani

2015-01-01

Managing change within organizations is a core challenge for the HR professionals as any change concerns people working within the organization. The study of Human Resource Management is based on achievement of goals through corporate strategy and effective management of change within the organization. Change can be successful when it links people job satisfaction and productivity within an organization. Effective change management can result in greater productivity higher work life quality a...

Changing Role of the Personnel Manager

Science.gov (United States)

Schein, Edgar H.

1975-01-01

Arguing that the personnel manager will increasingly have to become a change agent and process consultant, the author discusses tasks involved and skills required for the new role. A shift in focus toward top management as the primary client and utilization of more flexible intervention into organizational processes are predicted. (JT)

Managing change in nuclear utilities

International Nuclear Information System (INIS)

2001-07-01

The nuclear power industry has undergone change since inception, but never so much as now. The rewards for proactively changing in anticipation of emerging demands are great, but the cost of failure is also great. Today nuclear plants are being shut down by socio-political and economic processes. The survival of the technology as a clean energy source for the future depends on the demonstration of long term safety to the public, protection of the environment, and economic superiority to competing energy sources. The overriding influence on these factors is strong management of the business with effective regulation. In particular it is necessary for both utility and regulator to believe that enhancing safety is part of being successful. This publication has been developed for all levels of management who are developing and implementing changes within their areas of responsibility. The safety conscious, continuous improvement, management culture, which has proven successful in today's nuclear business, has taken time to develop. Many utilities have difficulty sustaining this culture during the transitions that are intrinsic to change. Properly managed however, changes can enhance nuclear safety, plant reliability and cost competitiveness, from the design stage to decommissioning. Change has no respect for timing and regardless of the level of experience managers may have in its management, large scale change is confronting every nuclear utility world wide. These take the form of government policy changes, open market demands, privatization with the demand for increased shareholder returns, regulatory and social pressures, and economic and political transition. The danger from such issues for the nuclear company executive and the regulator is that they are powerful distractions, particularly for those executives who are not experienced in the unique managerial requirements of the nuclear business. This report gathers the experience of Member States into an array of

Managing change in nuclear utilities

Energy Technology Data Exchange (ETDEWEB)

NONE

2001-07-01

The nuclear power industry has undergone change since inception, but never so much as now. The rewards for proactively changing in anticipation of emerging demands are great, but the cost of failure is also great. Today nuclear plants are being shut down by socio-political and economic processes. The survival of the technology as a clean energy source for the future depends on the demonstration of long term safety to the public, protection of the environment, and economic superiority to competing energy sources. The overriding influence on these factors is strong management of the business with effective regulation. In particular it is necessary for both utility and regulator to believe that enhancing safety is part of being successful. This publication has been developed for all levels of management who are developing and implementing changes within their areas of responsibility. The safety conscious, continuous improvement, management culture, which has proven successful in today's nuclear business, has taken time to develop. Many utilities have difficulty sustaining this culture during the transitions that are intrinsic to change. Properly managed however, changes can enhance nuclear safety, plant reliability and cost competitiveness, from the design stage to decommissioning. Change has no respect for timing and regardless of the level of experience managers may have in its management, large scale change is confronting every nuclear utility world wide. These take the form of government policy changes, open market demands, privatization with the demand for increased shareholder returns, regulatory and social pressures, and economic and political transition. The danger from such issues for the nuclear company executive and the regulator is that they are powerful distractions, particularly for those executives who are not experienced in the unique managerial requirements of the nuclear business. This report gathers the experience of Member States into an array of

Process Management Practices In Healthcare Institutions

Directory of Open Access Journals (Sweden)

Şükrü Kılıç

2015-09-01

Full Text Available Healthcare institutions differ from other service businesses by their “matrix organizational structure” and “error-free output” requirement. However, the processes stay the same for all organizational activities at different levels. One of the post-modern management approach is to focus on basis of necessary processes and fundamental organizational changes. This case study aims to initially explain the characteristics of healthcare institutions and the basic conceptual properties of process and process management. Then the effect of the “management throughprocesses approach” over organization will be discussed. Finally; process management at healthcare institutions, scope of health care and examples of the other post-modern approaches will be examined with their outputs

Environmental management systems and organizational change

DEFF Research Database (Denmark)

Jørgensen, Tine Herreborg

2000-01-01

and environmental management systems. The structure of the organizations has changed, the relationships with external partners have strengthened and the implementation of quality and environmental management systems has trimmed the organizations to manage and develop these areas. The organization analysis is based......The establishment of an environmental management system and its continuous improvements is a process towards a reduction of the companies' and the products' environmental impact. The organizations' ability to change is crucial in order to establish a dynamic environmental management system...... and to achieve continuous environmental improvements. The study of changes gives an insight into how organizations function, as well as their forces and barriers. This article focuses on the organizational changes that two companies have undergone from 1992 up until today in connection with their quality...

Managing the training process in bodybuilding

OpenAIRE

Netík, Tomáš

2011-01-01

Anotation Title: Managing the training process in bodybuilding This thesis describes the sport of bodybuilding and its training process. It also describes aspects of managing the training process and based on own research determines what impact the training process is applied to changes in the state of training and performance. There is also considering the impact of specific training methods and intensification. In the research of this thesis, we used different testing methods. We performed ...

Implementation of a formulary management process.

Science.gov (United States)

Karel, Lauren I; Delisle, Dennis R; Anagnostis, Ellena A; Wordell, Cindy J

2017-08-15

The application of lean methodology in an initiative to redesign the formulary maintenance process at an academic medical center is described. Maintaining a hospital formulary requires clear communication and coordination among multiple members of the pharmacy department. Using principles of lean methodology, pharmacy department personnel within a multihospital health system launched a multifaceted initiative to optimize formulary management systemwide. The ongoing initiative began with creation of a formulary maintenance redesign committee consisting of pharmacy department personnel with expertise in informatics, automation, purchasing, drug information, and clinical pharmacy services. The committee met regularly and used lean methodology to design a standardized process for management of formulary additions and deletions and changes to medications' formulary status. Through value stream analysis, opportunities for process and performance improvement were identified; staff suggestions on process streamlining were gathered during a series of departmental kaizen events. A standardized template for development and dissemination of monographs associated with formulary additions and status changes was created. In addition, a shared Web-based checklist was developed to facilitate information sharing and timely initiation and completion of tasks involved in formulary status changes, and a permanent formulary maintenance committee was established to monitor and refine the formulary management process. A clearly defined, standardized process within the pharmacy department was developed for tracking necessary steps in enacting formulary changes to encourage safe and efficient workflow. Copyright © 2017 by the American Society of Health-System Pharmacists, Inc. All rights reserved.

Autonomy and Emotion Management. Middle managers in welfare professions during radical organizational change

OpenAIRE

Hulda Mjöll Gunnarsdóttir

2016-01-01

This case study was conducted among middle managers during a period of radical change within the Norwegian child welfare service. Our goal was to explore how the middle managers handle and respond to emotional dissonance and constraints in autonomy during the change process. We collected data through group meetings, individual interviews, and focus groups. Prior research on middle managers has shown their importance in the implementation of organizational change. We propose that middle manage...

Using Process Mining to Learn from Process Changes in Evolutionary Systems

NARCIS (Netherlands)

Günther, Christian W.; Rinderle, S.B.; Reichert, M.U.; van der Aalst, Wil M.P.; Recker, Jan

2008-01-01

Traditional information systems struggle with the requirement to provide flexibility and process support while still enforcing some degree of control. Accordingly, adaptive process management systems (PMSs) have emerged that provide some flexibility by enabling dynamic process changes during

Managing Software Process Evolution

DEFF Research Database (Denmark)

This book focuses on the design, development, management, governance and application of evolving software processes that are aligned with changing business objectives, such as expansion to new domains or shifting to global production. In the context of an evolving business world, it examines...... the complete software process lifecycle, from the initial definition of a product to its systematic improvement. In doing so, it addresses difficult problems, such as how to implement processes in highly regulated domains or where to find a suitable notation system for documenting processes, and provides...... essential insights and tips to help readers manage process evolutions. And last but not least, it provides a wealth of examples and cases on how to deal with software evolution in practice. Reflecting these topics, the book is divided into three parts. Part 1 focuses on software business transformation...

The Elements of Business Process Change

African Journals Online (AJOL)

user

organization and employees' empowerment recommended in the BPC literature. ... failure, selecting policy directions, and designing effective and efficient program. ... performance management, and business process change that is considered .... the new processes result in dramatic improvements including reduced work.

Software project management in a changing world

CERN Document Server

Ruhe, Günther

2014-01-01

By bringing together various current direc­tions, Software Project Management in a Changing World focuses on how people and organizations can make their processes more change-adaptive. The selected chapters closely correspond to the project management knowledge areas introduced by the Project Management Body of Knowledge, including its extension for managing software projects. The contributions are grouped into four parts, preceded by a general introduction. Part I "Fundamentals" provides in-depth insights into fundamental topics including resource allocation, cost estimation and risk manage

[Inclusive education policy: perceptions of managers about the process of changes in Higher Education Institutions].

Science.gov (United States)

Pereira, Francilene Jane Rodrigues; dos Santos, Sérgio Ribeiro; da Silva, Cesar Cavalcanti

2011-01-01

This is a qualitative descriptive exploratory study, conducted in Higher Education Institutions (HEI) which offers Nursing course, in Joao Pessoa-PB. The study aimed to understand the concept of managers about the need for organizational changes to attend customers with special needs. Four managers participated in the study. A semi-structured interview with guiding questions was used to collect information and to interpret the data we used the method of discourse analysis based on Fiorin. It was noticed that the managers have a concern to meet the demands of inclusive policies, including the adequacy of physical spaces and the pedagogy adopted to meet the students' needs. However, some of them admitted to have little knowledge on how to deal with students with special needs and also mentioned that the institutions do not have an efficient and logistic work which can meet the current legislation of inclusion. We concluded that the process of structural and pedagogical changes is built in a slow and gradual way and it requires an involvement of qualified managers who are committed to execute the policies of inclusion of customers with special needs in a civil and legal way.

Transition management as a model for managing processes of co-evolution towards sustainable development

NARCIS (Netherlands)

R. Kemp (René); D.A. Loorbach (Derk); J. Rotmans (Jan)

2007-01-01

textabstractSustainable development requires changes in socio-technical systems and wider societal change - in beliefs, values and governance that co-evolve with technology changes. In this article we present a practical model for managing processes of co-evolution: transition management. Transition

40 CFR 68.75 - Management of change.

Science.gov (United States)

2010-07-01

...) CHEMICAL ACCIDENT PREVENTION PROVISIONS Program 3 Prevention Program § 68.75 Management of change. (a) The... “replacements in kind”) to process chemicals, technology, equipment, and procedures; and, changes to stationary sources that affect a covered process. (b) The procedures shall assure that the following considerations...

Demand-side management process evaluations - the management perspective

International Nuclear Information System (INIS)

Perrault, G.A.; Barrett, L.B.

1993-01-01

A demand-side management (DSM) process evaluation is a qualitative, expert assessment of how a utility marketing program is being conducted. It reviews the efficiency and effectiveness in which a utility plans, manages, executes, and monitors the delivery of DSM programs to its marketplace. Process evaluations,which includes load impact, customer satisfaction and cost-effectiveness analysis, are becoming an increasingly significant component. The process evaluation focus is on the program planning and delivery process as opposed to the energy impacts resulting from the specific measures or products of the program. Because of this process-oriented focus, such evaluations can identify important opportunities for improving the cost-effectiveness of a program without significantly changing product lines. The evaluation may identify administrative or delivery process improvements. In addition, the evaluation may identify ways of improving the degree to which the customer is satisfied with the program or the utility. Since process evaluations are usually conducted as part of a utility's mandated DSM measurement and evaluation plan, they tend to focus mainly on the stated needs of the regulator as opposed to company management. This can be a problem. Although the regulatory perspective is important, in an increasingly competitive business environment, utilities must not overlook management's business and operational needs for specific information regarding DSM program planning, control, execution, and evaluation. This paper discusses some of the conflicts that exist between the regulator's and management's needs for DSM program evaluation results and presents some approaches for assuring that both needs are met. It is organized to first discuss the scope of a process evaluation, then the evaluation issues, the management concerns, and finally reporting of results

Transformational Leadership and Stakeholder Management in Library Change

Directory of Open Access Journals (Sweden)

Dolores Sucozhañay

2014-11-01

Full Text Available This article aims to analyse the role of library managers as change agent when implementing Library 2.0, using transformational leadership and stakeholder management approaches. To do so, a case study in a Latin American academic library was performed. The experiences acquired for a period of six years were analysed, during which three library managers were involved in managing change. Qualitative data from documents, interviews, and observations were collected, and qualitative analysis methods were used to obtain in-depth understanding of the change process. Results show that lack of transformational leadership and stakeholder management contribute to delayed implementation and limited adoption of innovations. Although library managers recognized the importance of different stakeholders to implement changes, they did not apply systematic and proactive strategies to define and manage them. All in all, library managers should be trained as change agents, with emphasis on transformational leadership and stakeholder management skills.

From risk management to uncertainty management: a significant change in project management

Institute of Scientific and Technical Information of China (English)

LI Gui-jun; ZHANG Yue-song

2006-01-01

Starting with the meanings of the terms "risk" and "uncertainty,"" he paper compares uncertainty management with risk management in project management. We bring some doubt to the use of "risk" and "uncertainty" interchangeably in project management and deem their scope, methods, responses, monitoring and controlling should be different too. Illustrations are given covering terminology, description, and treatment from different perspectives of uncertainty management and risk management. Furthermore, the paper retains that project risk management (PRM) processes might be modified to facilitate an uncertainty management perspective,and we support that project uncertainty management (PUM) can enlarge its contribution to improving project management performance, which will result in a significant change in emphasis compared with most risk management.

Designing a Process for Tracking Business Model Change

DEFF Research Database (Denmark)

Groskovs, Sergejs

The paper has adopted a design science research approach to design and verify with key stakeholders a fundamental management process of revising KPIs (key performance indicators), including those indicators that are related to business model change. The paper proposes a general guide for such pro......The paper has adopted a design science research approach to design and verify with key stakeholders a fundamental management process of revising KPIs (key performance indicators), including those indicators that are related to business model change. The paper proposes a general guide...... for such process design, which is applicable in similar settings, i.e. other multi-subsidiary global firms operating in dynamic industries. The management of the focal case uses a set of KPIs to track performance and thus to allow for bringing about strategic and tactical changes, including the initiatives...... by establishing new KPIs on an ongoing basis together with the business units on the ground, and is thus of key importance to strategic management of the firm. The paper concludes with a discussion of its methodological compliance to design science research guidelines and revisits the literature in process...

Opportunities Arising from Change Management in Business Organizations

Directory of Open Access Journals (Sweden)

Anita Kuleš

2011-07-01

Full Text Available Change management is a systematic process of applying different knowledge, procedures and means required for the change to reflect on people that will be influenced by it. The goal is to achieve the desired business solution in an organized and methodical way. We can witness that changes occur on a daily basis in life of every individual, but also of a business organization. Therefore, managers play an important role during the period in which changes are introduced, because their task is to interpret the process for their employees and to explain what these changes mean specifically for them. Changes in business organizations are inevitable if a business system is to survive in its environment and on the market in general. Employee awareness and responsibility in all these processes is important, and so is the positive influence of managers on motivation of employees. This is best achieved by introducing team work and training for the entire business organization. In this way everyone will have the opportunity to see what is best for them and they will accept the newly made changes more easily. Most of these issues were included in the survey that was conducted.

The Strategic balance in a Change Management Perspective

DEFF Research Database (Denmark)

Bordum, Anders

2010-01-01

Abstract Purpose – The purpose of this paper is to revisit and rationally reconstruct the role of planning, strategic management, and strategic balance, in a context of managing change. The general problem dealt with is: “When is it possible to design and manage a balanced strategic change process...... abstract and complex, but nevertheless preserve the idea of planning and control as a demand for strategic balance. The last section inserts this discussion into a change management framework pointing to a practical paradox emerging and addressing a possible solution. Findings – It is argued...

[Reflections on the management of deinstitutionalization process].

Science.gov (United States)

Lucena, Marcela Adriana da Silva; Bezerra, Adriana Falangola Benjamin

2012-09-01

This study addresses mental health and, based on a conceptual review, offers considerations on the management of deinstitutionalization processes regarding individuals interned in long-stay psychiatric institutions. Elements concerning asylum formation and logic are discussed, along with the mechanisms necessary for the effective change in paradigm and practices, with deinstitutionalization and psychosocial rehabilitation as the core issues. Reflections are offered regarding management actions committed to the psychosocial model, linking such actions to the application of the components of care and going beyond the articulation of the tools of mental health policy. Theoretical reflection offers suggestions referring to the qualification processes of mental health professionals, deinstitutionalization in the management of the Unified Health System and tripartite action with co-accountability in actions and financing. The final considerations recognize the bureaucratic obstacles in the public realm and propose facing these challenges as a management challenge, along with processes of change that can radically commit to the lives of people, thereby broadening the discussion to the ethical realm.

Changes in management actions after the Hospital Accreditation

Directory of Open Access Journals (Sweden)

Andréia Guerra Siman

2016-01-01

Full Text Available Objective: to understand the changes in the management actions after the Hospital Accreditation. Methods: a case study. The study included 12 managers of a hospital accredited with excellence. Data collection was carried out with interviews with semi-structured and subjected to content analysis. Results: about changes in management actions were recorded significantly three categories: Work organization with quality tools; management actions before and after the accreditation; and challenges faced by modifying the management actions. Conclusion: accreditation mobilized changes in management actions with quality instruments of adoption used to organize the work and accountability of those involved in the process. However, there were challenges to be overcome to achieve accreditation by managers.

From Project Management to Process Management - Effectively Organising Transdisciplinary Projects

OpenAIRE

Moschitz, Heidrun

2013-01-01

In transdisciplinary projects, the roles of researchers change. In addition to being a source of knowledge, they are required to engage in knowledge exchange processes. This results in an alteration at project level: researchers need to creatively manage projects as group processes.

Impact Of Strategic Change Management On The Performance Of ...

African Journals Online (AJOL)

Impact Of Strategic Change Management On The Performance Of Public Transport In Osun State, Nigeria. ... Journal of Research in National Development ... the role of leadership style in strategic change management; identify in factors that are influencing change process and actual performance of an organization.

The management of change or the change management - Controversies for nowadays society

Directory of Open Access Journals (Sweden)

Assistant Dr. Cristina Raluca Popescu

2011-05-01

Full Text Available The management of change or the change management has brought a lot of controversies in nowadays society. That is the reason why we have decided to study this particular matter in our paper.Our research starts with the definition and main implications of change to the society in general. Then, the paper presents both the Management of Change and the Change Management with their definitions, characteristics, implications. We have also presented the most common misconceptions of the Management of Change and we have brought several arguments to prove why the change management is needed in an organization.

THE DEVELOPMENT OF THE PROCESS-BASED APPROACH TO MANAGEMENT

Directory of Open Access Journals (Sweden)

Urij V. Lyandau

2013-01-01

Full Text Available This article considers the timeline of the approaches to management of the industrial processes and organizations in general.The Adam Smith’s idea of specialization, the Henry Ford’s conveyor and Frederick Taylor’s scientific approach created functional corporations, in which specialized departments consisted of specialized workers. Such organizational chart was optimized for every department’s tasks, which are necessary to perform.During the life cycle evolution of industrial and then informational ages external conditions of production has changed. In consequence, there was born the necessity to change key factors of the management paradigm. These changes are the transfer from the functional management to the process-based approach. The functional management was the basic type of management in many organizations during the 20th century. Only in the end of 1990 companies started to integrate the process-based approach. This conversion was born cause of special conditions that the informational age created.

Managing Changes with focus on Employee Involvement and Learning

DEFF Research Database (Denmark)

Kofoed, L.B.; Rosenørn, T.U.; Jensen, Lars Peter

1999-01-01

in the experimentarium, and it is shown that the role of managers and supervisors is very important for the outcome of the learning. Results from work in experimentaria show that management and employees have unclear, different and not communicated expectations to each other and that this is a barrier for a successful......The initiating question guiding this study is how employee participation can be established during an organisational change process in order to ensure the employees' involvement in the design of their future work environment. A case study where an "experimentarium" (learning lab) was set up...... in a medium size Danish company (200 employees) is presented in this paper. The study shows that management as well as employees have to learn respectively to manage and to participate in the change process and to deal with the unforeseen problems during the change process. The case study demonstrates...

Organizational agility key factors for dynamic business process management

OpenAIRE

Triaa , Wafa; Gzara , Lilia; Verjus , Hervé

2016-01-01

International audience; For several years, Business Process Management (BPM) is recognized as a holistic management approach that promotes business effectiveness and efficiency. Increasingly, corporates find themselves, operating in business environments filled with unpredictable, complex and continuous change. Driven by these dynamic competitive conditions, they look for a dynamic management of their business processes to maintain their processes performance. To be competitive, companies hav...

Ten steps for managing organizational change.

Science.gov (United States)

Bolton, L B; Aydin, C; Popolow, G; Ramseyer, J

1992-06-01

Managing interdepartmental relations in healthcare organizations is a major challenge for nursing administrators. The authors describe the implementation process of an organization-wide change effort involving individuals from departments throughout the medical center. These strategies can serve as a model to guide effective planning in other institutions embarking on change projects, resulting in smoother and more effective implementation of interdepartmental change.

A Practical Decision-Analysis Process for Forest Ecosystem Management

Science.gov (United States)

H. Michael Rauscher; F. Thomas Lloyd; David L. Loftis; Mark J. Twery

2000-01-01

Many authors have pointed out the need to firm up the 'fuzzy' ecosystem management paradigm and develop operationally practical processes to allow forest managers to accommodate more effectively the continuing rapid change in societal perspectives and goals. There are three spatial scales where clear, precise, practical ecosystem management processes are...

NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS

Directory of Open Access Journals (Sweden)

POP Zenovia Cristiana

2013-07-01

Full Text Available For developing economies the development of enterprises should be a strategic goal, this way of thinking may become viable only as a result of a combination of judicious analysis based on specific local economic aspects and a set of actions to correct any slippage or amplify existing development trends taken by the managers. A better leadership would unequivocally lead to a better strategy but sometimes the lack of information, first about the external environment, continuously undergoing quick and radical changes, the political problems and the complexity of the implementation of the strategy or the costs that it implies are not taken into consideration. Therefore managers have two options: to establish strategies, which would lead to the achievement of the objectives; evaluate them on the basis of economic efficiency or to identify an already existent strategy and to adapt it to the environment changes in which the enterprise carries on its activity. This paper aims at discussing and explaining from a theoretical perspective, the evolution and the advantages and disadvantages of the strategic management process, in order to convey the managers a modality to achieve competitiveness and evaluate the position of the firm. In the first section, we explain the the necessity of strategic management process. In the second section we present the different evolution stages. The third section presents our conclusions regarding the advantages and disadvantages of the strategic management process, fundamental for the strategy success. The financial crisis did affect the Romanian economy and Romanian enterprises early in 2009 registering an impact of the crisis identified in the need of the managers to rethink their strategies, to improve their management skills and perspectives on the role of the employees after the crisis. In this paper we try to underline the evolution stages of the strategic management process with its own characteristics by which both

The Process of Change in University Management: From the "Ivory Tower" to Entreprunialism

Directory of Open Access Journals (Sweden)

Emerson Wagner MAINARDES

2011-06-01

Full Text Available The article aims to provide a retrospective overview of the changes experienced by the management of universities in their recent histories. In describing this type of organization, it was possible to understand the complexity inherent to universities. After briefly detailing the more traditional university management models, we proceed to discuss the need for organizational change based upon the most recent management approaches. Among the new types of university, the entrepreneurial university stands out as a good option for changing university organizations worldwide. However, university management has yet to be subject to sufficient research since there are a series of shortcomings that need answering. Finally, we set out a list of future research options with the objective of completing those answers as well as stimulating research on this theme important to the university itself or to society in general.

PREDICTIVE MODELS FOR SUPPORT OF INCIDENT MANAGEMENT PROCESS IN IT SERVICE MANAGEMENT

Directory of Open Access Journals (Sweden)

Martin SARNOVSKY

2018-03-01

Full Text Available ABSTRACT The work presented in this paper is focused on creating of predictive models that help in the process of incident resolution and implementation of IT infrastructure changes to increase the overall support of IT management. Our main objective was to build the predictive models using machine learning algorithms and CRISP-DM methodology. We used the incident and related changes database obtained from the IT environment of the Rabobank Group company, which contained information about the processing of the incidents during the incident management process. We decided to investigate the dependencies between the incident observation on particular infrastructure component and the actual source of the incident as well as the dependency between the incidents and related changes in the infrastructure. We used Random Forests and Gradient Boosting Machine classifiers in the process of identification of incident source as well as in the prediction of possible impact of the observed incident. Both types of models were tested on testing set and evaluated using defined metrics.

Implementation of a change management solution based on a product lifecycle management system for a large international project

International Nuclear Information System (INIS)

Luehr, Anneke

2011-08-01

This Thesis describes the implementation of a Change Management solution based on a Product Lifecycle Management System (PLM System) for a large international project. The objective of Change Management is to ensure a systematic line of action for approving and implementing changes in the project. The Deutsches Elektronen-Synchrotron DESY is one of the world's leading accelerator centres with locations in Hamburg and Zeuthen. Currently, DESY participates in the realization of the international research facility European X-Ray Free-Electron Laser (XFEL) at the Hamburg site. DESY was responsible for the planning of the XFEL. When the project entered the construction phase it was internationalized and now comprises project groups in 12 countries. Thus the requirements on Change Management have changed, as participants from several labs at many different locations are now involved. First the project scope is described and then a target process for the Change Management solution is developed by a requirement analysis. Afterwards the technical implementation of this process in DESY's PLM System is described and the Change Management solution is tested. The process is visualized using the Unified Modeling Language (UML). Finally a description is given of how to transfer the solution to the project

Fuzzy decision analysis for project scope change management

Directory of Open Access Journals (Sweden)

Farshad Shirazi

2017-09-01

Full Text Available It is very important to manage and control projects with the consideration of the triple constraints; namely time, cost and scope. It is also extremely important to manage the scope and all the procurements needed to complete any project. During the project’s lifecycle many changes take place, either positively or negatively, which should be controlled. If the changes are not controlled we may have scope creep that has negative effect on the project. It is commonly considered a negative incident, and thus, should be kept away from the project. By considering this concept, in this paper, we discuss scope change and managing scope and fuzzy analytical hierarchy process is used in selecting the best strategy to manage scope change in projects.

Managing Complexity and Change in SMEs

DEFF Research Database (Denmark)

Managing Complexity new and Change in SMEs Frontiers in European ResearchThe process of founding new enterprises and making them grow and prosper is a far more convoluted undertaking than it was just a few decades ago. This book explores the complexity faced by today's entrepreneurs. Institutional...... boundaries, evolutionary perspectives and the intricacies of management are the central themes in this study of entrepreneurs and SMEs in a world marked by major transitions. While mainstream research enhances our understanding of the dynamics of the entrepreneurial process, this book progresses the research...

Controlling changes - lessons learned from waste management facilities

International Nuclear Information System (INIS)

Johnson, B.M.; Koplow, A.S.; Stoll, F.E.; Waetje, W.D.

1995-01-01

This paper discusses lessons learned about change control at the Waste Reduction Operations Complex (WROC) and Waste Experimental Reduction Facility (WERF) of the Idaho National Engineering Laboratory (INEL). WROC and WERF have developed and implemented change control and an as-built drawing process and have identified structures, systems, and components (SSCS) for configuration management. The operations have also formed an Independent Review Committee to minimize costs and resources associated with changing documents. WROC and WERF perform waste management activities at the INEL. WROC activities include storage, treatment, and disposal of hazardous and mixed waste. WERF provides volume reduction of solid low-level waste through compaction, incineration, and sizing operations. WROC and WERF's efforts aim to improve change control processes that have worked inefficiently in the past

Department of Energy safety management: A need for change

International Nuclear Information System (INIS)

McCoy, F.B. III

1995-01-01

The U.S. Department of Energy's (DOE's) approach to safety management is undergoing fundamental change that should improve effective implementation of requirements throughout the complex. The most significant conveyor of this change is the open-quotes necessary and sufficientclose quotes closure process. The necessary and sufficient closure process draws upon the many and varied laws, requirements, and standards that exist in today's world to systematically derive a necessary and sufficient set of requirements for the particular work at hand to provide adequate protection for the associated hazards. The set is implemented through a system of management controls that convey fundamental safety principles and include design and analyses, engineered safety features, and procedures for the particular work. Assurance that an adequate level of protection is afforded by the set demands a need for competent, disciplined, and rigorous implementation. When properly done, the necessary and sufficient closure process enables such implementation. The focus of this paper is to provide an understanding of why the necessary and sufficient closure process is a necessary safety management program change and how integrity of this process can be assured

Managing Organizational Change.

Science.gov (United States)

Watwood, Britt; And Others

Based on studies comparing leadership in two rural community colleges undergoing change and examining the management of change at Maryland's Allegany College, this paper presents a conceptual framework and model for managing organizational change. First, a framework for understanding the community college chair's role in organizational change is…

Understanding and Managing Process Interaction in IS Development Projects

DEFF Research Database (Denmark)

Bygstad, Bendik; Nielsen, Peter Axel

2012-01-01

Software-based information systems must be developed and implemented as a part of business change. This is a major challenge, since business change and the development of software-based information systems usually are performed in separate processes. Thus, there is a need to understand and manage...... critical events in the case, what led to the events, and what the consequences are. We discuss the implications for information systems research and in particular we discuss the contribution to project management of iterative and incremental software development.......Software-based information systems must be developed and implemented as a part of business change. This is a major challenge, since business change and the development of software-based information systems usually are performed in separate processes. Thus, there is a need to understand and manage...

Modeling Climate and Management Change Impacts on Water Quality and In-Stream Processes in the Elbe River Basin

Directory of Open Access Journals (Sweden)

Cornelia Hesse

2016-01-01

Full Text Available Eco-hydrological water quality modeling for integrated water resources management of river basins should include all necessary landscape and in-stream nutrient processes as well as possible changes in boundary conditions and driving forces for nutrient behavior in watersheds. The study aims to assess possible impacts of the changing climate (ENSEMBLES climate scenarios and/or land use conditions on resulting river water quantity and quality in the large-scale Elbe river basin by applying a semi-distributed watershed model of intermediate complexity (SWIM with implemented in-stream nutrient (N+P turnover and algal growth processes. The calibration and validation results revealed the ability of SWIM to satisfactorily simulate nutrient behavior at the watershed scale. Analysis of 19 climate scenarios for the whole Elbe river basin showed a projected increase in temperature (+3 °C and precipitation (+57 mm on average until the end of the century, causing diverse changes in river discharge (+20%, nutrient loads (NO3-N: −5%; NH4-N: −24%; PO4-P: +5%, phytoplankton biomass (−4% and dissolved oxygen concentration (−5% in the watershed. In addition, some changes in land use and nutrient management were tested in order to reduce nutrient emissions to the river network.

ENHANCING LEAN SUPPLY CHAIN MATURITY WITH BUSINESS PROCESS MANAGEMENT

Directory of Open Access Journals (Sweden)

Jurij Jaklic

2006-12-01

Full Text Available In today’s global market the main focus of competition is not only between different companies but also between supply chains. Technological changes and organizational improvements are important for effective supply chain management (SCM, however, the main cause of SCM improvements is not the implementation of an information system (IS itself, but rather a change and an integration of business processes. The paper summarizes the most important concepts of SCM and specifically concentrates on the importance of business process management (BPM in supply chains, because full advantages can be realized when business processes in the supply chain are well defined, integrated and managed. The main purpose of this paper is to show that successful SCM calls for the maturity of supply chain processes in all involved companies and at the supply chain level, which can be realized by using effective BPM methods. A necessary condition for growing of SCM in terms of supply chain process maturity levels is an inter-organizational information system development and process renovation. Yet, BPM should not be considered as a one-time project of IS implementation and process change, but as a permanent process performance measurement, analysis and continuous improvement of the supply chain processes. The concepts are illustrated with a case study of fuel supply process.

The Partnership between Project Management and Organizational Change: Integrating Change Management with Change Leadership

Science.gov (United States)

Griffith-Cooper, Barber; King, Karyl

2007-01-01

The nature of project management is change. Even though all knowledge areas in the Project Management Body of Knowledge (PMBOK) are rooted in controlling change, none of these areas specifically addresses the human elements of change. There is a significant distinction between directly controlling change relative to the nonhuman aspects of a…

Training change control process at Cernavoda NPP

International Nuclear Information System (INIS)

Valache, Cornelia Mariana

2005-01-01

The paper presents the process of 'Training Change Control' at Cernavoda NPP. This process is a systematic approach that allows determination of the most effective training and/or non-training solutions for challenges that may influence the content and conditions for a training program or course. Changes may be the result of: - response to station systems or equipment modifications; - new or revised procedures; - regulatory requirements; - external organizations requirements; - internal evaluations meaning feedback from trainees, trainers, management or post-training evaluations; - self-assessments; - station condition reports; - operating experience (OPEX); - modifications of job scope; - management input. The Training Change Control Process at Cernavoda NPP includes the following aspects. The first step is the identification of all the initiating factors for a potential training change. Then, retain only those, which could have an impact on training and classify them in two categories: as deficiencies or as enhancement suggestions. The process is different for the two categories. The deficiency category supposes the application of the Training Needs Analysis (TNA) process. This is a performance-oriented process, resulting in more competent employees, solving existing and potential performance problems. By using needs analysis to systematically determine what people or courses and programs are expected to do and gathering data to reveal what they are really doing, we can receive a clear picture of the problem and then we can establish corrective action plans to fix it. The process is supported by plant subjects matter and by training specialists. On the other hand, enhancements suggestions are assessed by designated experienced persons and then are implemented in the training process. Regarding these two types of initiating factors for the training change control process, the final result consists of a training improvement, raising the effectiveness, efficiency or

Evidence-Based Interactive Management of Change

Directory of Open Access Journals (Sweden)

Albert Fleischmann

2011-06-01

Full Text Available Evidence-based interactive management of change means hands-on experience of modified work processes, given evidence of change. For this kind of pro-active organizational development support we use an organisational process memory and a communication-based representation technique for role-specific and task-oriented process execution. Both are effective means for organizations becoming agile through interactively modelling the business at the process level and re-constructing or re-arranging process representations according to various needs. The tool allows experiencing role-specific workflows, as the communication-based refinement of work models allows for executable process specifications. When presenting the interactive processes to individuals involved in the business processes, changes can be explored interactively in a context-sensitive way before re-implementing business processes and information systems. The tool is based on a service-oriented architecture and a flexible representation scheme comprising the exchange of message between actors, business objects and actors (roles. The interactive execution of workflows does not only enable the individual reorganization of work but also changes at the level of the entire organization due to the represented interactions.

THE IMPORTANCE OF MANAGEMENT AND LEADERSHIP IN A CHANGING BUSINESS ENVIRONMENT

OpenAIRE

Roxana Mironescu

2013-01-01

Change is a factor of impact on managerial functions especially upon those related to the coordination and training of the human resources. Change management is a broad spectrum of means, referring to different types of change , however, it is generally used in the processing management and in the strategic management, in the information management , including the electronic one. The analysis of changes inside the organization is very important , these changes allow the organizations to be mo...

Managing change in dental education: is there a method to the madness?

Science.gov (United States)

Crain, Geralyn

2008-10-01

The literature surrounding dental education in the United States is replete with calls for change in the way that dental students are being educated. These calls are being echoed with curriculum models and examples of best practices, but what is missing is specific information about how to implement a desired change-that is, discussion of the change process itself. Knowledge of the organizational change process in other settings, particularly in higher education and professional education, may be of interest to academic program managers in dental schools who are planning or are engaged in change. Historical and theoretical perspectives on organizations and change are presented in this article as groundwork for more detailed discussion about management of change. Seventeen research-based principles of change in higher education and factors in dental education that influence change processes and outcomes are presented and synthesized into guidelines for a hypothetical model for change in a dental school environment. Issues pertinent to the practical management of change are presented, including reframing organizational complexity, change leadership, values/competence/commitment, and organizational learning. An appreciation for change as an ongoing and manageable process will enhance a dental school's viability in a rapidly changing world and ultimately benefit dental graduates and the communities they serve.

Service management process maps your route to service excellence

CERN Document Server

Associates, Computer

2007-01-01

ITIL® has become the de facto standard in Service Management best practice processes and the lens through which the value of IT services is viewed and measured. ITIL, with its emphasis on standardizing IT processes and building a common language, helps you better manage and optimize the cost and quality of IT services.As organizations look to implement quality Service Management processes, the same questions repeatedly arise: How do all these processes interface with each other? How do the processes work within a culture of change and evolution? How can we easily communicate

Organizational Change and the Role and Use of Management Controls

DEFF Research Database (Denmark)

Rikhardsson, Pall; Rohde, Carsten; Christensen, Leif

countries. The paper identifies and explains the roles of different management controls in the organizational change processes initiated after an economic crisis. It shows how management control elements were used to change interpretive schemes and control archetypes to reflect a new operating environment....... The findings show that use of management controls in organizational change is critical. The type and severity of crisis influences what elements of the management control package are used, how they are coupled together and characteristics of the resulting control archetypes. In one context the organizations...... moved from result based management controls archetype to an action based management controls archetype. Other management controls like budgeting remained unchanged to provide stability when going through turbulent change....

Management by process based systems and safety focus

International Nuclear Information System (INIS)

Rydnert, Bo; Groenlund, Bjoern

2005-12-01

An initiative from The Swedish Nuclear Power Inspectorate led to this study carried out in the late autumn of 2005. The objective was to understand in more detail how an increasing use of process management affects organisations, on the one hand regarding risks and security, on the other hand regarding management by objectives and other management and operative effects. The main method was interviewing representatives of companies and independent experts. More than 20 interviews were carried out. In addition a literature study was made. All participating companies are using Management Systems based on processes. However, the methods chosen, and the results achieved, vary extensively. Thus, there are surprisingly few examples of complete and effective management by processes. Yet there is no doubt that management by processes is effective and efficient. Overall goals are reached, business results are achieved in more reliable ways and customers are more satisfied. The weaknesses found can be translated into a few comprehensive recommendations. A clear, structured and acknowledged model should be used and the processes should be described unambiguously. The changed management roles should be described and obeyed extremely legibly. New types of process objectives need to be formulated. In addition one fact needs to be observed and effectively fended off. Changes are often met by mental opposition on management level, as well as among co-workers. This fact needs attention and leadership. Safety development is closely related to the design and operation of a business management system and its continual improvement. A deep understanding of what constitutes an efficient and effective management system affects the understanding of safety. safety culture and abilities to achieve safety goals. Concerning risk, the opinions were unambiguous. Management by processes as such does not result in any further risks. On the contrary. Processes give a clear view of production and

Process management - critical safety issues with focus on risk management

International Nuclear Information System (INIS)

Sanne, Johan M.

2005-12-01

Organizational changes focused on process orientation are taking place among Swedish nuclear power plants, aiming at improving the operation. The Swedish Nuclear Power Inspectorate has identified a need for increased knowledge within the area for its regulatory activities. In order to analyze what process orientation imply for nuclear power plant safety a number of questions must be asked: 1. How is safety in nuclear power production created currently? What significance does the functional organization play? 2. How can organizational forms be analysed? What consequences does quality management have for work and for the enterprise? 3. Why should nuclear power plants be process oriented? Who are the customers and what are their customer values? Which customers are expected to contribute from process orientation? 4. What can one learn from process orientation in other safety critical systems? What is the effect on those features that currently create safety? 5. Could customer values increase for one customer without decreasing for other customers? What is the relationship between economic and safety interests from an increased process orientation? The deregulation of the electricity market have caused an interest in increased economic efficiency, which is the motivation for the interest in process orientation. among other means. It is the nuclear power plants' owners and the distributors (often the same corporations) that have the strongest interest in process orientation. If the functional organization and associated practices are decomposed, the prerequisites of the risk management regime changes, perhaps deteriorating its functionality. When nuclear power operators consider the introduction of process orientation, the Nuclear Power Inspectorate should require that 1. The operators perform a risk analysis beforehand concerning the potential consequences that process orientation might convey: the analysis should contain a model specifying how safety is currently

Assessing and managing multiple risks in a changing world ...

Science.gov (United States)

Roskilde University (Denmark) hosted a November 2015 workshop, Environmental Risk—Assessing and Managing Multiple Risks in a Changing World. This Focus article presents the consensus recommendations of 30 attendees from 9 countries regarding implementation of a common currency (ecosystem services) for holistic environmental risk assessment and management; improvements to risk assessment and management in a complex, human-modified, and changing world; appropriate development of protection goals in a 2-stage process; dealing with societal issues; risk-management information needs; conducting risk assessment of risk management; and development of adaptive and flexible regulatory systems. The authors encourage both cross-disciplinary and interdisciplinary approaches to address their 10 recommendations: 1) adopt ecosystem services as a common currency for risk assessment and management; 2) consider cumulative stressors (chemical and nonchemical) and determine which dominate to best manage and restore ecosystem services; 3) fully integrate risk managers and communities of interest into the risk-assessment process; 4) fully integrate risk assessors and communities of interest into the risk-management process; 5) consider socioeconomics and increased transparency in both risk assessment and risk management; 6) recognize the ethical rights of humans and ecosystems to an adequate level of protection; 7) determine relevant reference conditions and the proper ecological c

Reasons for change - Today's material management

International Nuclear Information System (INIS)

Guilbeault, B.D.; Bargerstock, S.B.

1992-01-01

The current generation of nuclear power plants is approaching middle age. The industry continues to stabilize and mature as this occurs, which creates new areas of focus. This evolution is placing a much greater emphases on the business aspects of the operation and maintenance functions. One area that can provide a reasonable return to the operating organizations is materials management. Florida Power and Light Company has experienced these reasons for change. A new department was formed as part of the Nuclear Division in 1990. Performance improvement tasks were established using goals and objectives consistent with plant support and business requirements. Two of the primary processes within the materials management area control the largest portion of costs to operating budgets: the procurement process and inventory management

International human resources management challenges and changes

CERN Document Server

2015-01-01

This book covers the issues related to human resource management (HRM) in an international context. It gives perspectives and future direction in International HRM research. The chapters explore the models, tools and processes used by international organizations in order to assist international managers to better face the challenges and changes in HRM. It is suitable to HR managers, engineers, entrepreneurs, practitioners, academics and researchers in the field.

Organizational Change Perspectives on Software Process Improvement

DEFF Research Database (Denmark)

Müller, Sune Dueholm; Mathiassen, Lars; Balshøj, Hans Henrik

Many software organizations have engaged in Software Process Improvement (SPI) and experienced the challenges related to managing such complex organizational change efforts. As a result, there is an increasing body of research investigating change management in SPI. To provide an overview of what......, and brain perspectives. Practitioners may use these articles as a guide to SPI insights relevant to their improvement initiatives. In contrast, the impact of culture, dominance, psychic prison, flux and transformation, and politics in SPI have only received scant attention. We argue that these perspectives...

Managing the Transformation: A Change Management Strategy for U.S. Marine Corps Expeditionary Energy Initiatives

Science.gov (United States)

2017-12-01

sensegiving in transformational change processes from the bottom up. Higher Education , 65(6), 761–780. doi:10.1007/s10734-012-9575-7 Kezar, A...NAVAL POSTGRADUATE SCHOOL MONTEREY, CALIFORNIA THESIS Approved for public release. Distribution is unlimited. MANAGING THE TRANSFORMATION : A...DATE December 2017 3. REPORT TYPE AND DATES COVERED Master’s thesis 4. TITLE AND SUBTITLE MANAGING THE TRANSFORMATION : A CHANGE MANAGEMENT STRATEGY

E-commerce influence on changes in logistics processes

Directory of Open Access Journals (Sweden)

Jadwiga Żurek

2015-06-01

Full Text Available   Background: The aim of this publication is to address the changes in retail trade, which have a direct influence on the development of e-commerce which in turn causes modifications to logistics chain management strategies and methods of flow control. Materials: The article has been written on the basis of an analysis of subject literature together with determining the influence of e-commerce to changes in logistics processes. The publications included in this study have been selected in order to present the subject of e-commerce development as well as evaluate changes in methods of flow control. The analysis has been prepared based on the author's experience and available reports and publications. Results: As a result of the conducted analysis, an assessment of the proficiency level of the changes in logistics processes on the local and international market as well as of the trends for these changes has been made. Conclusions: With the development of e-commerce, a new logistics chain management strategy began to appear, which covered both the process of handling the online and offline sales channel. Therefore, it can be concluded that properly adapted flow control methods will be the means for achieving the goal. Tasks will include: streamlining flow processes, improving the efficiency of logistic processes as well as adjusting them to market requirements.    

Leadership Style and the Process of Organisational Change

DEFF Research Database (Denmark)

Holten, Ann-Louise; Brenner, Sten Olof

2015-01-01

structural equation modeling. Findings — Transformational and transactional leadership styles were positively related to the engagement of managers. Managers’ engagement was associated with followers’ appraisal of change. The two leadership styles also had a direct, long-term effect on followers’ change...... appraisal; positive for transformational leadership and negative for transactional leadership. Practical implications — Our results have potential implications for change management, as followers’ change appraisal may be improved by developing managers’ leadership style and engagement. Originality......Purpose — This paper aims to identify processes which may contribute to followers’ positive reactions to change. By focusing on the relationship between change antecedents and explicit reactions, we investigate the direct and indirect relationships between leadership styles (transformational...

MANAGING ORGANIZATIONAL CHANGE AND INNOVATION ON ROMANIAN SMES

OpenAIRE

Eduard Gabriel CEPTUREANU; Sebastian Ion CEPTUREANU

2014-01-01

The process of change occurs throughout the universe, including our private life or in the life of organizations. Knowledge of the change process in order to rule it possible, is a characteristic of an effective management that can generate organization competitiveness. Change of organizational and managerial paradigms involves crossing: 1. from the "rigid hierarchy" to "flexibility"; 2. use of new organizational models in flexible networks, clusters, technologies, in which an important role ...

Engineering Change Management Method Framework in Mechanical Engineering

Science.gov (United States)

Stekolschik, Alexander

2016-11-01

Engineering changes make an impact on different process chains in and outside the company, and lead to most error costs and time shifts. In fact, 30 to 50 per cent of development costs result from technical changes. Controlling engineering change processes can help us to avoid errors and risks, and contribute to cost optimization and a shorter time to market. This paper presents a method framework for controlling engineering changes at mechanical engineering companies. The developed classification of engineering changes and accordingly process requirements build the basis for the method framework. The developed method framework comprises two main areas: special data objects managed in different engineering IT tools and process framework. Objects from both areas are building blocks that can be selected to the overall business process based on the engineering process type and change classification. The process framework contains steps for the creation of change objects (both for overall change and for parts), change implementation, and release. Companies can select singleprocess building blocks from the framework, depending on the product development process and change impact. The developed change framework has been implemented at a division (10,000 employees) of a big German mechanical engineering company.

Managing Climate Change Refugia for Climate Adaptation

Science.gov (United States)

Daly, Christopher; Dobrowski, Solomon Z.; Dulen, Deanna M.; Ebersole, Joseph L.; Jackson, Stephen T.; Lundquist, Jessica D.; Millar, Constance I.; Maher, Sean P.; Monahan, William B.; Nydick, Koren R.; Redmond, Kelly T.; Sawyer, Sarah C.; Stock, Sarah; Beissinger, Steven R.

2016-01-01

Refugia have long been studied from paleontological and biogeographical perspectives to understand how populations persisted during past periods of unfavorable climate. Recently, researchers have applied the idea to contemporary landscapes to identify climate change refugia, here defined as areas relatively buffered from contemporary climate change over time that enable persistence of valued physical, ecological, and socio-cultural resources. We differentiate historical and contemporary views, and characterize physical and ecological processes that create and maintain climate change refugia. We then delineate how refugia can fit into existing decision support frameworks for climate adaptation and describe seven steps for managing them. Finally, we identify challenges and opportunities for operationalizing the concept of climate change refugia. Managing climate change refugia can be an important option for conservation in the face of ongoing climate change. PMID:27509088

Managing climate change refugia for climate adaptation

Science.gov (United States)

Morelli, Toni L.; Jackson, Stephen T.

2016-01-01

Refugia have long been studied from paleontological and biogeographical perspectives to understand how populations persisted during past periods of unfavorable climate. Recently, researchers have applied the idea to contemporary landscapes to identify climate change refugia, here defined as areas relatively buffered from contemporary climate change over time that enable persistence of valued physical, ecological, and socio-cultural resources. We differentiate historical and contemporary views, and characterize physical and ecological processes that create and maintain climate change refugia. We then delineate how refugia can fit into existing decision support frameworks for climate adaptation and describe seven steps for managing them. Finally, we identify challenges and opportunities for operationalizing the concept of climate change refugia. Managing climate change refugia can be an important option for conservation in the face of ongoing climate change.

Data management and global change research: Technology and infrastructure

International Nuclear Information System (INIS)

Morrissey, W.A.

1993-01-01

There is a consensus among many scientists who would perform global change research that global-scale scientific data management programs and enabling policies need to be developed and implemented concomitantly with, if not in advance of, global change research programs. They are hopeful that US Federal government policies for scientific and technical data and information management will provide timely archival, analysis, and dissemination of global change research data and will enable them to share that data with colleagues, internationally. Federal data managers believe that data management technology and infrastructure requirements for global change research programs can be met through existing or planned enhancements to systems in operation used for scientific data gathering, processing, and dissemination. Scientists are concerned, however, that because of the scope and diversity of global change research programs entirely new systems and approaches to data management may need to be devised

ADAPTATION AND PROGRESS THROUGH CHANGE MANAGEMENT

Directory of Open Access Journals (Sweden)

Gabriela MEHEDINTU

2016-12-01

Full Text Available The technological progress, digitization and the explosion of information significantly change how individuals, the business environment, and society act, develop and add value. New, interdisciplinary approaches, constantly adapted and sustainable both at the micro and the macro levels are required. Within a company, change management is a systematic element of the strategic business process and involves the early identification of the opportunity of the employees’ development, courage, commitment and flexibility; under no circumstances should it be seen as a risk and instability factor, as it may be considered in the early stages. The example presented in this article proves that the openness to change and continuous improvement develops advantages, optimizes processes and sustains long-term progress.

Picture this: Managed change and resistance in business network settings

DEFF Research Database (Denmark)

Kragh, Hanne; Andersen, Poul Houman

2009-01-01

This paper discusses change management in networks. The literature on business networks tends to downplay the role of managerial initiative in network change. The change management literature addresses such initiative, but with its single-firm perspective it overlooks the interdependence of network...... actors. In exploring the void between these two streams of literature, we deploy the concept of network pictures to discuss managed change in network settings. We analyze a change project from the furniture industry and address the consequences of attempting to manage change activities in a network...... context characterized by limited managerial authority over these activities. Our analysis suggests that change efforts unfold as a negotiated process during which the change project is re-negotiated to fit the multiple actor constituencies. The degree of overlap in the co-existing network pictures...

Process management practice

International Nuclear Information System (INIS)

Pyeon, In Beom

1983-04-01

This book gives descriptions of qualifying subject and test scope like production plan and control, economic feasibility, process management, quality management and operations research, industrial economics like materials and marketing management, production management such as meaning and goals of process management and production plan and control, basic economic concept, official interest and equivalence, and depreciation, and OR concept such as network analysis and PERT CPM and stimulation.

BUSINESS PROCESSES TRANSFORMATION IN THE METHODOLOGY OF MULTILEVEL FINANCIAL MANAGEMENT

Directory of Open Access Journals (Sweden)

Andrey G. Mikheev

2016-01-01

Full Text Available The article discusses the application of process approach to financial management. The multilevel financial management methodology is described. It is based on the delegation of the financial management functions in the downstream division of the organization, process automation, transfer of financial resources between units of different levels of the hierarchical structure of the credit institution, the implementation of a financial management mechanism of the process approach, execution of business processes in the computer environment, using the strategic management of the organization by changing the coefficients, which are the parameters of decentralized control mechanism, using the construction of the «fast» financial indicators, taking into account the terms of financial resources transfer transactions and effective transformation of business processes. The article is focused on the credit institution business management through the application of process transformation to transfer funds business processes.

John Kotter on Leadership, Management and Change.

Science.gov (United States)

Bencivenga, Jim

2002-01-01

Excerpts from interview with John Kotter, Konosuke Matsushita Professor of Leadership at the Harvard Business School, about his thoughts on the role of the superintendent as leader and manager. Describes his recent book "John P. Kotter on What Leaders Really Do," 1999. Lists eight-step change process from his book "Leading Change," 1996. (PKP)

Process Management Practices In Healthcare Institutions

OpenAIRE

Şükrü Kılıç; Cumhur Aydınlı

2015-01-01

Healthcare institutions differ from other service businesses by their “matrix organizational structure” and “error-free output” requirement. However, the processes stay the same for all organizational activities at different levels. One of the post-modern management approach is to focus on basis of necessary processes and fundamental organizational changes. This case study aims to initially explain the characteristics of healthcare institutions and the ba...

Professional commitment to changing chronic illness care: results from disease management programmes.

Science.gov (United States)

Lemmens, Karin; Strating, Mathilde; Huijsman, Robbert; Nieboer, Anna

2009-08-01

The aim of this exploratory study was to investigate to what extent primary care professionals are able to change their systems for delivering care to chronic obstructive pulmonary disease (COPD) patients and what professional and organizational factors are associated with the degree of process implementation. Quasi-experimental design with 1 year follow-up after intervention. Three regional COPD management programmes in the Netherlands, in which general practices cooperated with regional hospitals. All participating primary care professionals (n = 52). COPD management programme. Professional commitment, organizational context and degree of process implementation. Professionals significantly changed their systems for delivering care to COPD patients, namely self-management support, decision support, delivery system design and clinical information systems. Associations were found between organizational factors, professional commitment and changes in processes of care. Group culture and professional commitment appeared to be, to a moderate degree, predictors of process implementation. COPD management was effective; all processes improved significantly. Moreover, theoretically expected associations between organizational context and professional factors with the implementation of COPD management were indeed confirmed to some extent. Group culture and professional commitment are important facilitators.

New Zealand Freshwater Management: Changing Policy for a Changing World

Science.gov (United States)

Rouse, H. L.; Norton, N.

2014-12-01

Fresh water is essential to New Zealand's economic, environmental, cultural and social well-being. In line with global trends, New Zealand's freshwater resources are under pressure from increased abstraction and changes in land-use which contribute contaminants to our freshwater systems. Recent central government policy reform introduces greater national direction and guidance, to bring about a step-change in freshwater management. An existing national policy for freshwater management introduced in 2011 requires regional authorities to produce freshwater management plans containing clear freshwater objectives (measurable statements about the desired environmental state for water bodies) and associated limits to resource use (such as environmental flows and quantity allocation limits, and loads of contaminants to be discharged). These plans must integrate water quantity and quality management, consider climate change, and incorporate tangata whenua (New Zealand māori) roles and interests. In recent (2014) national policy amendments, the regional authorities are also required to implement national 'bottom-line' standards for certain attributes of the system to be managed; undertake accounting for all water takes and all sources of contaminants; and to develop and implement their plans in a collaborative way with communities. This rapid change in national policy has necessitated a new way of working for authorities tasked with implementation; many obstacles lie in their path. The scientific methods required to help set water quantity limits are well established, but water quality methods are less so. Collaborative processes have well documented benefits but also raise many challenges, particularly for the communication of complex and often uncertain scientific information. This paper provides background on the national policy changes and offers some early lessons learned by the regional authorities implementing collaborative freshwater management in New Zealand.

Environmental Sustainability Change Management in SMEs: Learning from Sustainability Champions

Science.gov (United States)

Chadee, Doren; Wiesner, Retha; Roxas, Banjo

2011-01-01

This study identifies the change management processes involved in undertaking environmental sustainability (ES) initiatives within Small and Medium Size Enterprises (SMEs) and relate these to the main attributes of learning organisations. Using case study techniques, the study draws from the change management experiences of a sample of 12 ES…

New structural changes in Kazakhstan petroleum and gas industry management

International Nuclear Information System (INIS)

Nadirov, N.K.; Konaev, Eh.N.

1998-01-01

The basic stags of structural changes in Kazakhstan petroleum and gas industry management are considered. It is shown, that in new economic situation the traditional branch scheme of management became out date and does not meet demands up the times. The spent structural changes in petroleum and gas industry management will promote to strengthening of strategic role of hydrocarbon raw material production and processing in prospect. (author)

Survey of business process management: challenges and solutions

Science.gov (United States)

Alotaibi, Youseef; Liu, Fei

2017-09-01

The current literature shows that creating a good framework on business process model (PM) is not an easy task. A successful business PM should have the ability to ensure accurate alignment between business processes (BPs) and information technology (IT) designs, provide security protection, manage the rapidly changing business environment and BPs, manage customer power, be flexible for reengineering and ensure that IT goals can be easily derived from business goals and hence an information system (IS) can be easily implemented. This article presents an overview of research in the business PM domain. We have presented a review of the challenges facing business PMs, such as misalignment between business and IT, difficulty of deriving IT goals from business goals, creating secured business PM, reengineering BPs, managing the rapidly changing BP and business environment and managing customer power. Also, it presents the limitations of existing business PM frameworks. Finally, we outline several guidelines to create good business PM and the possible further research directions in the business PM domain.

A process-based approach to management of the enterprise

Directory of Open Access Journals (Sweden)

Ryzhakina Tatiana

2016-01-01

Full Text Available Establishing an efficient management system is an especially pressing issue for machinery industry as a basic sector of economy in a country. The present paper considers establishing a management system oriented towards increasing enterprise value and customer satisfaction through the integration of process-based management and a Balanced Scorecard. An integrated management system enables structuring of organization processes, redesigning them with regard to external changes as well as applying a balanced scorecard connecting functional units by means of defining strategic objectives and measurable indicators detailing and controlling these objectives and thus increasing the efficiency of processes orienting an organization towards a customer.

Improvement of hospital processes through business process management in Qaem Teaching Hospital: A work in progress.

Science.gov (United States)

Yarmohammadian, Mohammad H; Ebrahimipour, Hossein; Doosty, Farzaneh

2014-01-01

In a world of continuously changing business environments, organizations have no option; however, to deal with such a big level of transformation in order to adjust the consequential demands. Therefore, many companies need to continually improve and review their processes to maintain their competitive advantages in an uncertain environment. Meeting these challenges requires implementing the most efficient possible business processes, geared to the needs of the industry and market segments that the organization serves globally. In the last 10 years, total quality management, business process reengineering, and business process management (BPM) have been some of the management tools applied by organizations to increase business competiveness. This paper is an original article that presents implementation of "BPM" approach in the healthcare domain that allows an organization to improve and review its critical business processes. This project was performed in "Qaem Teaching Hospital" in Mashhad city, Iran and consists of four distinct steps; (1) identify business processes, (2) document the process, (3) analyze and measure the process, and (4) improve the process. Implementing BPM in Qaem Teaching Hospital changed the nature of management by allowing the organization to avoid the complexity of disparate, soloed systems. BPM instead enabled the organization to focus on business processes at a higher level.

Comprehensive management of project changes

Directory of Open Access Journals (Sweden)

Aljaž Stare

2010-06-01

Full Text Available The goal of this research was to examine how project changes can be prevented, and how to reduce their negative impact. Theoretical research examined risk management, project control and change management. Based on the study a “Comprehensive Change Management Model” was developed and verified after conducting empirical research in Slovenian enterprises. The research confirmed that risk management identifies possible changes and reduces their impact; project control ensures the timely detection of changes and an efficient response, while formal change management ensures the effective implementation of changes. The combined functioning of all three areas ensures effective project execution.

A portfolio management system in the strategic management process

Directory of Open Access Journals (Sweden)

Qifan Huang

2017-02-01

Full Text Available Strategic management is the process of “what we are” which decides and implements “what we intend to be and how we are going to get there.” Strategy describes how an organization intends to compete with the resource available in the existing and perceived future environment. “Project management” is ancient, but also emerging. The wise human ancestors left numerous miracles with us, project management is a branch of the discipline of management, including the pyramids, statues of Zeus, Lighthouse of Alexandria, etc., which are brilliant pages in the history of project management. A project is a plan to solve the problem and effectively complete the established goal of the projects, so you have to go on strategic management for the project. Policy management is the means to achieve its objectives, including planning, implementation and control process. Strategic management is to gather staffs with different functions and form the project team. Due to its properties with a variety of different functions, more flexible management of property strategy in accordance with its special functions should be made in response to the changing internal and external environment. Management of functions is the role and performance management. It is not crime and punishment, but sparse and guide. Instead of the occurrence and discovery of issues, the difficulty is finding the solutions to problems by observations and recommendations. The management functions need to recognize their own responsibilities, and help the company to have a more long-term development of rational thinking.

Process Management Plans

Directory of Open Access Journals (Sweden)

Tomasz Miksa

2014-07-01

Full Text Available In the era of research infrastructures and big data, sophisticated data management practices are becoming essential building blocks of successful science. Most practices follow a data-centric approach, which does not take into account the processes that created, analysed and presented the data. This fact limits the possibilities for reliable verification of results. Furthermore, it does not guarantee the reuse of research, which is one of the key aspects of credible data-driven science. For that reason, we propose the introduction of the new concept of Process Management Plans, which focus on the identification, description, sharing and preservation of the entire scientific processes. They enable verification and later reuse of result data and processes of scientific experiments. In this paper we describe the structure and explain the novelty of Process Management Plans by showing in what way they complement existing Data Management Plans. We also highlight key differences, major advantages, as well as references to tools and solutions that can facilitate the introduction of Process Management Plans.

Practice change in community pharmacy: using change-management principles when implementing a pharmacy asthma management service in NSW, Australia.

Science.gov (United States)

Feletto, Eleonora; Lui, Grace Wan Ying; Armour, Carol; Saini, Bandana

2013-02-01

This study aimed to investigate the application of a research-based change-management tool, the Pharmacy Change Readiness Wheel (PCRW), in practice, and the impact it had on the implementation of an asthma service (Pharmacy Asthma Management Service or PAMS). All pharmacists implementing the PAMS in the state of New South Wales, Australia, were provided training using a custom-designed module explaining change readiness as it applied to the PAMS. This training and a self-administered PCRW checklist were completed before PAMS implementation. Following PAMS service delivery, semi-structured phone interviews were conducted with the pharmacists and any additional staff involved regarding their experiences of change management. Interviews were transcribed verbatim and content analysed. Thirty seven of the forty five pharmacies who delivered PAMS returned the PCRW checklist (82% response rate) and participants from 29 pharmacies were interviewed (29 pharmacists and six additional staff). Perception of readiness for change before service delivery was remarkably high. From the interviews conducted after service delivery it was evident that systematic management of the practice change using theoretical concepts had not really been undertaken and that many challenges were faced in the implementation of practice change (PAMS). The results of the content analysis from the interviews revealed that factors external or internal to the pharmacy or those related to the individual pharmacist could affect implementation of practice change. Change is not as straightforward as it may appear and is a multi-step process over time. Pharmacists were unaware of this. A change-management framework should be applied to specific services with enough flexibility so that pharmacists can individualise them for their pharmacies. © 2012 The Authors. IJPP © 2012 Royal Pharmaceutical Society.

Moving beyond resistance to restraint minimization: a case study of change management in aged care.

Science.gov (United States)

Johnson, Susan; Ostaszkiewicz, Joan; O'Connell, Beverly

2009-01-01

This case study describes a quality initiative to minimize restraint in an Australian residential aged care facility. The process of improving practice is examined with reference to the literature on implementation of research into practice and change management. The differences between planned and emergent approaches to change management are discussed. The concepts of resistance and attractors are explored in relation to our experiences of managing the change process in this initiative. The importance of the interpersonal interactions that were involved in facilitating the change process is highlighted. Recommendations are offered for dealing with change management processes in clinical environments, particularly the need to move beyond an individual mind-set to a systems-based approach for quality initiatives in residential aged care.

Management by process based systems and safety focus; Verksamhetsstyrning med process-baserade ledningssystem och saekerhetsfokus

Energy Technology Data Exchange (ETDEWEB)

Rydnert, Bo; Groenlund, Bjoern [SIS Forum AB, Stockholm (Sweden)

2005-12-15

An initiative from The Swedish Nuclear Power Inspectorate led to this study carried out in the late autumn of 2005. The objective was to understand in more detail how an increasing use of process management affects organisations, on the one hand regarding risks and security, on the other hand regarding management by objectives and other management and operative effects. The main method was interviewing representatives of companies and independent experts. More than 20 interviews were carried out. In addition a literature study was made. All participating companies are using Management Systems based on processes. However, the methods chosen, and the results achieved, vary extensively. Thus, there are surprisingly few examples of complete and effective management by processes. Yet there is no doubt that management by processes is effective and efficient. Overall goals are reached, business results are achieved in more reliable ways and customers are more satisfied. The weaknesses found can be translated into a few comprehensive recommendations. A clear, structured and acknowledged model should be used and the processes should be described unambiguously. The changed management roles should be described and obeyed extremely legibly. New types of process objectives need to be formulated. In addition one fact needs to be observed and effectively fended off. Changes are often met by mental opposition on management level, as well as among co-workers. This fact needs attention and leadership. Safety development is closely related to the design and operation of a business management system and its continual improvement. A deep understanding of what constitutes an efficient and effective management system affects the understanding of safety. safety culture and abilities to achieve safety goals. Concerning risk, the opinions were unambiguous. Management by processes as such does not result in any further risks. On the contrary. Processes give a clear view of production and

Artificial intelligence and process management

International Nuclear Information System (INIS)

Epton, J.B.A.

1989-01-01

Techniques derived from work in artificial intelligence over the past few decades are beginning to change the approach in applying computers to process management. To explore this new approach and gain real practical experience of its potential a programme of experimental applications was initiated by Sira in collaboration with the process industry. This programme encompassed a family of experimental applications ranging from process monitoring, through supervisory control and troubleshooting to planning and scheduling. The experience gained has led to a number of conclusions regarding the present level of maturity of the technology, the potential for further developments and the measures required to secure the levels of system integrity necessary in on-line applications to critical processes. (author)

Managing Technological Change in Libraries and Information Services.

Science.gov (United States)

Klobas, Jane E.

1990-01-01

Examines factors to be considered in the management of technological change in libraries and information services. The organizational climate for change is discussed, and factors to consider when developing a strategy for introducing a new product, service, or system are described, including leadership, goals, political processes, marketing, and…

Management of Change

Science.gov (United States)

Morrow, Shad

2015-01-01

Reexamination of change management strategies has recently come under direct scrutiny in both the realm of the academic and the professional due to the significant shift of brick-and-mortar institutions to virtual organizational structures. As such, the examination of the management of change requires direct inquiry into several defining factors:…

Change management in Iranian hospitals: social factors model

Directory of Open Access Journals (Sweden)

B. Delgoshaei

2012-02-01

Full Text Available Background: Continuous change in the complex health care environments is a major challenge for administrative managers. This study aimed to design a change model to facilitate change implementation in the Iranian hospitals. Methods: This is a descriptive and comparative study. The data were collected through library search and in-depth interview with 15 hospital managers. Nine well-established change theories developed by Lewin, Action Research, Kotter, Ackerman- Anderson and Anderson, Prosci , Kilman, Beer, Continuum, and Gelicher were compared. Common denominators of the theories were identified and tabulated. Experienced hospital managers’ suggestions about social factors were acquired. The initial model was designed and validated using the Delphi Technique. Results: The majority of the selected change models emphasize the significance of social factors in change implementation such as effective communication, organizational climate and culture, and leadership. The results from the interviews indicate that low readiness to change, lack of confidence (or trust for change, and autocratic leadership style ,and poor communication could hinder the change process. Conclusion: Based on the model developed in the study, effective communication, readiness of employees, and a contingency leadership/management combined could lead to successful implementation of change in the hospital.

Rehabilitation centers in change: participatory methods for managing redesign and renovation.

Science.gov (United States)

Lahtinen, Marjaana; Nenonen, Suvi; Rasila, Heidi; Lehtelä, Jouni; Ruohomäki, Virpi; Reijula, Kari

2014-01-01

The aim of this article is to describe a set of participatory methods that we have either developed or modified for developing future work and service environments to better suit renewable rehabilitation processes. We discuss the methods in a larger framework of change process model and participatory design. Rehabilitation organizations are currently in transition; customer groups, financing, services, and the processes of rehabilitation centers are changing. The pressure for change challenges the centers to develop both their processes and facilities. There is a need for methods that support change management. Four participatory methods were developed: future workshop, change survey, multi-method assessment tool, and participatory design generator cards. They were tested and evaluated in three rehabilitation centers at the different phases of their change process. The developed methods were considered useful in creating a mutual understanding of the change goals between different stakeholders, providing a good picture of the work community's attitudes toward the change, forming an integrated overview of the built and perceived environment, inspiring new solutions, and supporting the management in steering the change process. The change process model described in this article serves as a practical framework that combined the viewpoints of organizational and facility development. However, participatory design continues to face challenges concerning communication between different stakeholders, and further development of the methods and processes is still needed. Intervention studies could provide data on the success factors that enhance the transformations in the rehabilitation sector. Design process, methodology, organizational transformation, planning, renovation.

Decision making and senior management: the implementation of change projects covering clinical management in SUS hospitals.

Science.gov (United States)

Pacheco, José Márcio da Cunha; Gomes, Romeu

2016-08-01

This paper analyses the decision making process for senior management in public hospitals that are a part of the National Health Service in Brazil (hereafter SUS) in relation to projects aimed at changing clinical management. The methodological design of this study is qualitative in nature taking a hermeneutics-dialectics perspective in terms of results. Hospital directors noted that clinical management projects changed the state of hospitals through: improving their organizations, mobilizing their staff in order to increase a sense of order and systemizing actions and available resources. Technical rationality was the principal basis used in the decision making process for managers. Due to the reality of many hospitals having fragmented organizations, this fact impeded the use of aspects related to rationality, such as economic and financial factors in the decision making process. The incremental model and general politics also play a role in this area. We concluded that the decision making process embraces a large array of factors including rational aspects such as the use of management techniques and the ability to analyze, interpret and summarize. It also incorporates subjective elements such as how to select values and dealing with people's working experiences. We recognized that management problems are wide in scope, ambiguous, complex and do not come with a lot of structure in practice.

Behavioural Change in Type 1 Diabetes Self-Management: Why and How?

Science.gov (United States)

Wilson, Valerie L.

2009-01-01

Objective: To examine whether the communication process between diabetes health professionals and people intensively self-managing their type 1 diabetes influenced behavioural change. Design: Telephone interviews to provide insight into the communication process and its influence on diabetes intensive self-management behaviour. Setting:…

Overview of the risk management approach to adaptation to climate change in Canada

International Nuclear Information System (INIS)

Noble, D.; Bruce, J.; Egener, M.

2005-03-01

Climate change poses risks related to frequent and extreme weather events, changes in water availability and changes in the performance of infrastructure systems. Risk management offers a decision-making framework to assist in the selection of optimal or cost-effective strategies using a systematic public process. Risks related to climate change are a new type of risk and are increasingly of concern for governments and citizens around the world. An introduction to risk-based approaches to climate change adaptation decision-making in Canada was presented in this paper. Steps in the risk management process were presented. Risk management approaches from various countries were reviewed, including the Canadian Standards Association's (CSA) national risk management guideline; the Government of Canada's Integrated Risk Management Framework; the Caribbean Risk Management Guideline; World Bank risk management strategies for adaptation to climate change; and the United Kingdom Climate Impacts Program. Details of a study conducted by the United Kingdom Department for Environment, Food, and Rural Affairs to explore the implications of climate change were also presented. Vulnerabilities of response mechanisms to climate change and the interrelations of public systems were reviewed. Issues concerning infrastructure renewal and development were examined, as well as emergency planning and management strategies. It was concluded that the development of training materials and tools for decision-makers in Canada is needed. A climate change risk management planning guidebook was proposed. refs., tabs., figs

Implications of climate change for Pacific Northwest forest management

International Nuclear Information System (INIS)

Wall, G.

1991-01-01

A Canada/USA symposium was held to identify potential consequences of global climate change to Pacific Northwest forests; to identify the future role and relative contribution of those forests in the balance of carbon, moisture, and energy exchange of the atmosphere; and to develop recommendations for Pacific Northwest forest management strategies and policy options for responding to global climate change. Papers were presented on such topics as regional climatic change, forest responses and processes, public policy on forests and climatic change, sequestration of atmospheric carbon, forest management, and forest adaptation to climatic change. Separate abstracts have been prepared for 14 papers from this symposium

Sustainability reporting in public sector organisations: Exploring the relation between the reporting process and organisational change management for sustainability.

Science.gov (United States)

Domingues, Ana Rita; Lozano, Rodrigo; Ceulemans, Kim; Ramos, Tomás B

2017-05-01

Sustainability Reporting has become a key element in different organisations. Although there have been a number of academic publications discussing the adoption of sustainability reports in the public sector, their numbers have been quite low when compared to those focussing on corporate reports. Additionally, there has been little research on the link between sustainability reporting in Public Sector Organisations (PSOs) and Organisational Change Management for Sustainability (OCMS). This paper focuses on the contribution of sustainability reporting to OCMS. A survey was sent to all PSOs that have published at least one sustainability report based on the GRI guidelines. The study provides a critical analysis of the relation between sustainability reporting and OCMS in PSOs, including the drivers for reporting, the impacts on organisation change management, and the role of stakeholders in the process. Despite still lagging in sustainability reporting journey, PSOs are starting to use sustainability reporting as a communication tool, and this could drive organisational changes for sustainability. Copyright © 2017 Elsevier Ltd. All rights reserved.

THE CHANGE IN MANAGEMENT ACCOUNTING. AN INSTITUTIONAL PERSPECTIVE FOR ROMANIA

Directory of Open Access Journals (Sweden)

Gabriel JINGA

2014-06-01

Full Text Available The objective of this paper is to present the process of change in management accounting in Romania, a former communist country from Eastern Europe. In order to explain this process, we used the institutional theory. We focused on the presentation of the scientific context and motivation of this research from a national perspective. We also described the evolution of management accounting in Romania in the context of economic and political changes. An important moment was the fall of communism in 1989. This represents a starting point for a new economic environment and for a new management accounting system. We described the creation of the new rules and routines based on the results of a questionnaire.

The Key Principles of Process Manager Motivation in Production and Administration Processes in an Industrial Enterprise

Directory of Open Access Journals (Sweden)

Chromjakova Felicita

2016-03-01

Full Text Available The basic premise of sustainable development is that companies should completely re-evaluate their enterprise work logic and process organization. Most of the necessary changes concern employee stimulation and motivation. If we are truly interested in improving business results and the effectiveness of business processes – there would be no progress otherwise – we have to strive to break down the barriers between company management (leadership and employees in order to establish effective relationships between firms and customers. This paper presents research results of process manager activities in modern industrial enterprises, connected with a methodology proposal for the systematically-oriented process manager motivation of employees in accordance with the increased competitiveness of production and administration processes. It also presents an effective methodology of how to increase the positive effects of welldefined employee motivations from the process manager´s perspective. The core benefit of this methodology lies in the design of a systematic approach to the motivation process from the process manager side, allowing for radical performance improvement via production and administrative processes and the increased competitiveness of enterprise processes.

Management and supervisory training: Changing the culture/system

International Nuclear Information System (INIS)

Martin, L.F.

1991-01-01

Professional development training courses, and a unique promoting appraisal system have been combined in the form of a training matrix and are being used as a culture change agent. This training and system modification is currently being implemented within the Nuclear Materials Processing Division of the Savannah River Site. It is designed to help solve the systems problems of managers and supervisors while enabling subordinates to develop themselves professionally, and starts with a promoting appraisal between a manager and a subordinate. These easy to apply appraisals are becoming an integral part of the business system, and result in giving a manager greater control over business change and greater influence over the work each employee accomplishes

MANAGING SOCIAL CHANGE IN THE TURBULENT ENVIRONMENT (review of the scientific conference

Directory of Open Access Journals (Sweden)

N. G. Dehanova

2017-01-01

Full Text Available Current article is dedicated to All-Rissian scientific conference “ Managing social change in the turbulent environment”.Modern social unstable environment determine the search for new solutions in managing change. The crucial transformations and changes take place in the main subjects of social life – family organizations and the state. External and internal risks actualize the study of adaptation processes in the management of social change at every level of social policy. It is necessary to identify the impact of new technological, demographic and cultural factors on the established trends of social dynamics.The main aim of the conference was an identification of new trends in the managing social processes on the base of cooperation between the state, nongovernmental organizations and people. The scientific conference was devoted to the analysis of social change in the conditions of uncertainty and ambiguity. The proposals for optimization of social dynamics will revise the experience of social practices in theRussian Federationand foreign countries. 

Elements of knowledge management in the improvement of business processes

OpenAIRE

Brajer-Marczak Renata

2016-01-01

The key role in process management is played by the systematic analysis, measurement and improvement of processes. The imperative of continuous introduction of changes in processes is the answer to the changing conditions of competition and the great dynamics in the expectations and preferences of customers. Information related to business process should be collected and formalized in order to improve the execution of processes. In connection with the above, it may be stated that the improvem...

Mission Risk Reduction Regulatory Change Management

Science.gov (United States)

Scroggins, Sharon

2007-01-01

NASA Headquarters Environmental Management Division supports NASA's mission to pioneer the future in space exploration, scientific discovery, and aeronautics research by integrating environmental considerations into programs and projects early-on, thereby proactively reducing NASA's exposure to institutional, programmatic and operational risk. As part of this effort, NASA established the Principal Center for Regulatory Risk Analysis and Communication (RRAC PC) as a resource for detecting, analyzing, and communicating environmental regulatory risks to the NASA stakeholder community. The RRAC PC focuses on detecting emerging environmental regulations and other operational change drivers that may pose risks to NASA programs and facilities, and effectively communicating the potential risks. For example, regulatory change may restrict how and where certain activities or operations may be conducted. Regulatory change can also directly affect the ability to use certain materials by mandating a production phase-out or restricting usage applications of certain materials. Regulatory change can result in significant adverse impacts to NASA programs and facilities due to NASA's stringent performance requirements for materials and components related to human-rated space vehicles. Even if a regulation does not directly affect NASA operations, U.S. and international regulations can pose program risks indirectly through requirements levied on manufacturers and vendors of components and materials. For example, manufacturers can change their formulations to comply with new regulatory requirements. Such changes can require time-consuming and costly requalification certification for use in human spaceflight programs. The RRAC PC has implemented a system for proactively managing regulatory change to minimize potential adverse impacts to NASA programs and facilities. This presentation highlights the process utilized by the RRACPC to communicate regulatory change and the associated

What is Novel About Novel Ecosystems: Managing Change in an Ever-Changing World

Science.gov (United States)

Truitt, Amy M.; Granek, Elise F.; Duveneck, Matthew J.; Goldsmith, Kaitlin A.; Jordan, Meredith P.; Yazzie, Kimberly C.

2015-06-01

Influenced by natural climatic, geological, and evolutionary changes, landscapes and the ecosystems within are continuously changing. In addition to these natural pressures, anthropogenic drivers have increasingly influenced ecosystems. Whether affected by natural or anthropogenic processes, ecosystems, ecological communities, and ecosystem functioning are dynamic and can lead to "novel" or "emerging" ecosystems. Current literature identifies several definitions of these ecosystems but lacks an unambiguous definition and framework for categorizing what constitutes a novel ecosystem and for informing decisions around best management practices. Here we explore the various definitions used for novel ecosystems, present an unambiguous definition, and propose a framework for identifying the most appropriate management option. We identify and discuss three approaches for managing novel ecosystems: managing against, tolerating, and managing for these systems, and we provide real-world examples of each approach. We suggest that this framework will allow managers to make thoughtful decisions about which strategy is most appropriate for each unique situation, to determine whether the strategy is working, and to facilitate decision-making when it is time to modify the management approach.

Change Management Perspectives in an ERP Module Implementation: A Case Study in a Telecommunication Company

Directory of Open Access Journals (Sweden)

Tota Simatupang

2016-06-01

Full Text Available Successful Enterprise Resource Planning (ERP projects require change management to support the integration of the ERP systems into work environment because ERP imple¬men¬tations involve lots of changes on technical infrastructures, business processes, organization structure, rules and skills of people in the organization. This study was aimed to explain the challenges in implementing an ERP module in a Indonesian telecommunication company, focusing on the change management process involves in the project. A case study at a tele¬com¬munication company was used to collect empirical data and to analyses important aspects of project arrangements that will have an impact on the change management process accompanying the ERP implementation project. The following two aspects of changes were analyzed as the impact of ERP implementation: changes in individual behaviors and changes in the organisational practices. Based on the empirical study, two important aspects of change management effectiveness in the project and post-project stage were highlighted: alignment of the organization structure to support IT-business collaboration and alignment of employee orientation towards effective use of ERP systems. Besides, this study also highlighted that it is important to plan and execute change management process in the post-project stage to obtain benefits from ERP implementation.

Certification of quality management of TECNATOM according to ISO 9001: 2000. The management of processes

International Nuclear Information System (INIS)

Alava, R.; Corbi, M.

2003-01-01

One of the main new features of ISO 9000:2000 Quality Management standards series is the incorporation of the Process Approach and the System Approach to Management. But, also, the implantation of these concepts is one of the main difficulties that it involves, since in addition to the technical complication that supposes to implant this management strategy is necessary to obtain a change in the attitude of personnel. In the article it is exposed as it has been the process followed in Tecnatom for the certification according to ISO 9001:2000 standard and the experience obtained in the implantation of the Process Approach. (Author)

Effecting IT infrastructure culture change: management by processes and metrics

Science.gov (United States)

Miller, R. L.

2001-01-01

This talk describes the processes and metrics used by Jet Propulsion Laboratory to bring about the required IT infrastructure culture change to update and certify, as Y2K compliant, thousands of computers and millions of lines of code.

Contradictory values in the process of organizational change: a case study

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Nebojsa Janicijevic

2017-09-01

Full Text Available Values have always been perceived as a guide for action at both individual and organizational levels. By showcasing an example of one Serbian company, the paper aims to present how employees and managers collective values can be inconsistent and contradictory, as well as the causes and effects of such a state of company system of values. The research was conducted by applying a case study method in a Serbian company comprising both qualitative and quantitative research techniques. The company was in the process of intensive organizational changes at the time of the research. The research has shown that it is possible for values of the employees and managers to be contradictory and that this contradiction is caused by radical changes both in the environment and in the organization itself. The research has also shown that this contradiction characterizes the Moving Phase in the process of organizational change, and that it is likely to disappear when company moves into the Refreezing Phase in the change process. The conclusions of this paper imply that the structure of collective values in organizations must be taken into account both in research and in practice of change management. Generalization of conclusions and implications is limited by the nature of the applied case study research method.

Building Resilience and Adaptation to Manage Arctic Change

Energy Technology Data Exchange (ETDEWEB)

Chapin, F. Stuart III [Univ. of Alaska, Fairbanks (United States). Inst. of Arctic Biology; Hoel, Michael [Oslo Univ. (Norway). Dept. of Economics; Carpenter, Steven R. [Wisconsin Univ., Madison, WI, (US). Center for Limnology] (and others)

2006-06-15

Unprecedented global changes caused by human actions challenge society's ability to sustain the desirable features of our planet. This requires proactive management of change to foster both resilience (sustaining those attributes that are important to society in the face of change) and adaptation (developing new socio- ecological configurations that function effectively under new conditions). The Arctic may be one of the last remaining opportunities to plan for change in a spatially extensive region where many of the ancestral ecological and social processes and feedbacks are still intact. If the feasibility of this strategy can be demonstrated in the Arctic, our improved understanding of the dynamics of change can be applied to regions with greater human modification. Conditions may now be ideal to implement policies to manage Arctic change because recent studies provide the essential scientific understanding, appropriate international institutions are in place, and Arctic nations have the wealth to institute necessary changes, if they choose to do so.

Accounting Information Systems Implementation and Management Accounting Change

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Bredmar Krister

2014-09-01

Full Text Available Background: There is an on-going discussion within management accounting research regarding how to work with performance measures. In the process of developing new forms of performance measurement the task of choosing business metrics is central. This process is closely connected to the implementation of IT solutions. Objectives: In order to understand how new performance measurement solutions are implemented and used, it becomes crucial to understand how measures are selected and how new accounting information systems (AIS are developed and implemented. Methods/approach: The paper builds on the case of an on-going AIS project at a large, public university in Sweden. The empirical material was collected using a semi-action research approach over a two-year period. The majority of the material comes from written documentation and minutes. Results: Even though the implementation of a new AIS triggers a change in the management accounting practice, this study shows that this is done in more than one perspective. Conclusions: As the project develops, new priorities and objectives evolve, which in the end shape what management accounting change becomes.

[Engagement as motivational driver. Processes of change in an Italian department of mental health].

Science.gov (United States)

Fuschillo, Carmine; Orazzo, Catello; Orazzo, Gabriele Gennaro; Capriola, Elena; Palumbo, Rocco; Grimaldi, Manlio

2017-01-01

The health care reforms of last years have deeply affected the National Health System, resulting in the need for a change in organizational processes and a more efficient and dynamic change management. An effective change management is not possible without a deep involvement (engagement) of professionals, which is itself a key requisite for motivation. This study aims to examine the main instruments of engagement management, as a tool of change according to a modern reorganization approach. We examine the results of this process in the Mental Health Department of the Local Health Company Naples 3 South in recent years, starting with the analysis of its main weaknesses.

Implementation of a change management solution based on a product lifecycle management system for a large international project; Einfuehrung eines Product-Lifecycle-Management-gestuetzten Aenderungsprozesses in einem internationalen Grossprojekt

Energy Technology Data Exchange (ETDEWEB)

Luehr, Anneke

2011-10-15

This Thesis describes the implementation of a Change Management solution based on a Product Lifecycle Management System (PLM System) for a large international project. The objective of Change Management is to ensure a systematic line of action for approving and implementing changes in the project. The Deutsches Elektronen-Synchrotron DESY is one of the world's leading accelerator centres with locations in Hamburg and Zeuthen. Currently, DESY participates in the realization of the international research facility European X-Ray Free-Electron Laser (XFEL) at the Hamburg site. DESY was responsible for the planning of the XFEL. When the project entered the construction phase it was internationalized and now comprises project groups in 12 countries. Thus the requirements on Change Management have changed, as participants from several labs at many different locations are now involved. First the project scope is described and then a target process for the Change Management solution is developed by a requirement analysis. Afterwards the technical implementation of this process in DESY's PLM System is described and the Change Management solution is tested. The process is visualized using the Unified Modeling Language (UML). Finally a description is given of how to transfer the solution to the project environment. (orig.)

Health care managers' views on and approaches to implementing models for improving care processes.

Science.gov (United States)

Andreasson, Jörgen; Eriksson, Andrea; Dellve, Lotta

2016-03-01

To develop a deeper understanding of health-care managers' views on and approaches to the implementation of models for improving care processes. In health care, there are difficulties in implementing models for improving care processes that have been decided on by upper management. Leadership approaches to this implementation can affect the outcome. In-depth interviews with first- and second-line managers in Swedish hospitals were conducted and analysed using grounded theory. 'Coaching for participation' emerged as a central theme for managers in handling top-down initiated process development. The vertical approach in this coaching addresses how managers attempt to sustain unit integrity through adapting and translating orders from top management. The horizontal approach in the coaching refers to managers' strategies for motivating and engaging their employees in implementation work. Implementation models for improving care processes require a coaching leadership built on close manager-employee interaction, mindfulness regarding the pace of change at the unit level, managers with the competence to share responsibility with their teams and engaged employees with the competence to share responsibility for improving the care processes, and organisational structures that support process-oriented work. Implications for nursing management are the importance of giving nurse managers knowledge of change management. © 2015 John Wiley & Sons Ltd.

Managing Cultural Variation in Software Process Improvement

DEFF Research Database (Denmark)

Kræmmergaard, Pernille; Müller, Sune Dueholm; Mathiassen, Lars

The scale and complexity of change in software process improvement (SPI) are considerable and managerial attention to organizational culture during SPI can therefore potentially contribute to successful outcomes. However, we know little about the impact of variations in organizational subculture ...... organizations can have important implications for SPI outcomes. Furthermore, it provides insights into how software managers can practically assess subcultures to inform decisions about and help prepare plans for SPI initiatives.......The scale and complexity of change in software process improvement (SPI) are considerable and managerial attention to organizational culture during SPI can therefore potentially contribute to successful outcomes. However, we know little about the impact of variations in organizational subculture...

The Link between the Process of Change and Coaching in an Organization – A Case Study

Directory of Open Access Journals (Sweden)

Josephine Jim

2016-09-01

Full Text Available The aim of this case study was to highlight coaching in the process of change using a real life information technology and operational change project in an institution. It demonstrates the critical importance of coaching in change management, for successful change to occur.Any sustaining change requires ongoing coaching as an integral part of the process. The study heeds a call for adopting coaching to support organizational learning and change. It also attempts to open further research interests in the link between the process of change and coaching, and the benefits of coaching in change management today.

Project Management Meets Change Management - A Success Story. Focus Area: Tech Perspectives TI012SN

Science.gov (United States)

Hall, Wayne

2011-01-01

Utilizing the concepts and terminology from Project Management, the process of planning and executing a Change Management (CM) Infrastructure improvement project is described. The primary audience for this presentation includes both experienced and relatively new CM administrators and their managers. It also includes anyone with an interest in the application of project management knowledge to CM administration. There are several benefits: the complexity of the CM tool technology is more manageable, CM administrators get to use project management knowledge to complete a project (not "firefighting"), improve relations with your customers (that means developers and managers), and get the opportunity to do it again.

Next-generation Process Management with ADEPT2 (Demo Paper)

NARCIS (Netherlands)

Göser, Kevin; Jurisch, Martin; Acker, Hilmar; Kreher, Ulrich; Lauer, Markus; Rinderle, S.B.; Reichert, M.U.; Dadam, Peter

Short time-to-market, easy adaptation to changes in business environment, and robustness of processes are key requirements in today’s business world. In the IT area of Business Process Management (BPM), solutions claim to satisfy these new demands, but are still not sufficient. In this paper we

Knowledge management vs business process management in contemporary enterprises

Directory of Open Access Journals (Sweden)

Bitkowska Agnieszka

2016-06-01

Full Text Available The main objective of this paper is to identify the system of knowledge management in contemporary process organizations in business process perspective, especially with regard to technological and social conditions. Methodology is based on literature analysis and case studies. The integration of knowledge management technologies, concepts and methods into organizational business processes is challenging research issue today. The concepts of knowledge management and business process management should be analyzed jointly in the contemporary enterprises. Despite of the growing interest among researchers and practitioners of the concept of the knowledge management referring to business process management there is a lack of articles in this area. Appropriate approach to the modelling of knowledge management processes, as well as the use of IT tools, and a motivation system are of key importance for the introduction of this solution in organizations.

EMPLOYEE INVOLVEMENT IN A CHANGE PROCESS - A CASE STUDY FOR ROMANIAN ORGANIZATIONS

Directory of Open Access Journals (Sweden)

Prediscan Mariana

2015-07-01

Full Text Available Innovation, competitive advantage, change are some concepts that should be on every organization's agenda, due to the fact the global market leads to global competition so in order to increase the market share, turnover or profit organizations have to incorporate those concepts in their strategies. The outside environment is very unstable and things are evolving very fast so managers from all levels have to acknowledge the importance of change and to identify as soon as possible several new ideas that should be the subject of different change processes. Openness to organizational change has become a mandatory feature for those organizations that want to survive and adapt to the external pressure, helping them to be efficient. Even if in many cases managers are the initiators of change, this process is very complex and needs support and involvement from all the members of the organization, so the employee's attitude and commitment to change is crucial. In many cases employees have a negative attitude towards change and manifest a strong resistance, due to the fact that they are not consulted and are not involved in the process of the identification for the need of change. Without understanding and knowing very well what it is expected from them, employees are afraid of the unknown and prefer to perform their tasks as they did before. Creating a climate and a culture for change is very important, because like this change will be something normal, continuous and people will feel comfortable with any change initiatives, without being surprised, confused or scared. Even if any change process should improve the current state of the organization, sometimes change efforts fail because the ones that resist change are stronger than the ones supporting change. The purpose of this paper is to analyze how often are Romanian employees involved in the processes of change and how important is the role they play. We have also tried to see the Romanian manager

Streamling the Change Management with Business Rules

Science.gov (United States)

Savela, Christopher

2015-01-01

Will discuss how their organization is trying to streamline workflows and the change management process with business rules. In looking for ways to make things more efficient and save money one way is to reduce the work the workflow task approvers have to do when reviewing affected items. Will share the technical details of the business rules, how to implement them, how to speed up the development process by using the API to demonstrate the rules in action.

Management oriented process

International Nuclear Information System (INIS)

2004-01-01

ANAV decided to implement process-oriented management by adopting the U. S. NEI (Nuclear Electric Industry) model. The article describes the initial phases of the project, its current status and future prospects. The project has been considered as an improvement in the areas of organization and human factors. Recently, IAEA standard drafts are including processes as an accepted management model. (Author)

Managing performance through business processes from BPM to the practice of process management

CERN Document Server

Thiault, Dominique

2012-01-01

Centred on the performance of the company, this book is a practical guide that organises Business Process Management (BPM) around these major subjects, such as process management, process governance, or the setting up a successful process approach in the company. Each of these subjects is introduced didactically, alternating examples and in-depth information. Relying on implementation recommendations, practical sheets, and illustrations, managing performance through processes can be used, first, to increase the chances that the objectives will be reached and to improve company performance (industrial organisation, service organisation, private or public sector) and to offer methods, rules, models, and practical supports that can easily be reused. The result of a combination of several experiences in the field and of rewarding encounters with managers, experts, and high-level executives, this book durably places the processes in their managerial dimension. It also presents an opening to a systematic approach t...

Introduction of Risk Management into Municipal Offices Across Poland as an Example of Organizational Change

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Anna Pikos

2015-12-01

Full Text Available Purpose: The aim of this paper is to determine the factors that influence the process of implementation of risk management process into municipal offices across Poland. Methodology: The Polish Public Finance Act requires public sector entities to put in place a risk management system within the framework of management control. The author conducted in-depth interviews with key personnel responsible for risk management in public administration units. Findings: The results of the research show that public sector organizations face certain problems in the process of implementing a risk management system. Employees seem to resist change. As a result of the project, four factors that influence the process of introducing risk management have been identified. Implication: Public sector organizations are mostly large, bureaucratic organizations, governed by numerous regulations, which all in all tends to hinder efficient management. The results of the discussed research are to support public entities in the process of implementing change. Value: The paper explores the importance of overcoming barriers to the process of implementing risk management in the public sector.

Financial Crisis and Changes in Management Controls in Banks

DEFF Research Database (Denmark)

Rikhardsson, Pall; Rohde, Carsten; Christensen, Leif

requirements. Risk management, compliance and internal auditing were relatively mature processes in the Danish banks before the crisis, and the adjustments required to adapt to changed compliance requirements were less extensive. Management controls in general seem to play a critical role in responding......The financial crisis of 2008 hit banks in Iceland and Denmark with different intensity. There was a difference in how management controls changed in response to the crisis. Icelandic banks redefined cultural controls, introducing new values as a “clean break” with the banks’ pre-2008 practices....... They formalised their risk management, compliance and internal auditing practices, and hired more employees to perform these functions. Further, they strengthened and formalised their policies and procedures to ensure consistent practices. The Danish banks adapted their administrative controls to new regulatory...

Business process management and IT management: The missing integration

DEFF Research Database (Denmark)

Rahimi, Fatemeh; Møller, Charles; Hvam, Lars

2016-01-01

of IT on process innovations, the association between business process management and IT management is under-explored. Drawing on a literature analysis of the capabilities of business process and IT governance frameworks and findings from a case study, we propose the need for horizontal integration between the two......The importance of business processes and the centrality of IT to contemporary organizations' performance calls for a specific focus on business process management and IT management. Despite the wide scope of business process management covering both business and IT domains, and the profound impact...... management functions to enable strategic and operational business - IT alignment. We further argue that the role of IT in an organization influences the direction of integration between the two functions and thus the choice of integration mechanisms. Using case study findings, we propose...

Modeling of processes of an adaptive business management

Directory of Open Access Journals (Sweden)

Karev Dmitry Vladimirovich

2011-04-01

Full Text Available On the basis of the analysis of systems of adaptive management board business proposed the original version of the real system of adaptive management, the basis of which used dynamic recursive model cash flow forecast and real data. Proposed definitions and the simulation of scales and intervals of model time in the control system, as well as the thresholds observations and conditions of changing (correction of the administrative decisions. The process of adaptive management is illustrated on the basis proposed by the author of the script of development of business.

Case Flow Management: A Format for Making Change

Directory of Open Access Journals (Sweden)

Kerry Connelly

2009-08-01

Full Text Available At the International Association for Court Administration (IACA Conference in 2008 in Dublin Barry Mahoney, President Emeritus, Justice Management Institute did an excellent job at presenting some of the major sources of delay in case processing. He identified both case-specific and systemic factors. He also identified the goals of case flow management. I was impressed by the thoroughness and succinctness of what he was presenting. On my way back home I thought about how I might present the same information to my judges and court staff and how the information might be used to make positive changes in one of my courts. The following is a description of what took place at our one-day workshop on felony case management, and the positive results we obtained in working with judges, court staff and our justice partners. The process described below identified specific barriers to case processing and resulted in the development of workable solutions to case delay.

Emotional intelligence and successful change management in the Nigerian banking industry

Directory of Open Access Journals (Sweden)

John N. N. Ugoani

2017-06-01

Full Text Available Successful organizational change requires a supportive culture and competence development driven by exceptional leadership that can influence business strategy in allocating financial, human and material resources, processes and systems that focus on collaborative imperatives. Change management is the lubricant that oils the wheels of organizations in the race for competitive advantage. Many organizational change efforts face resistance mainly because of the method of implementation. Change Management involves the ability to communicate, influence, collaborate and work in harmony with colleagues. Emotional intelligence competencies allow organizational members to acknowledge the need for change, remove barriers, and enlist others in pursuit of new initiatives aimed at organizational success. Beginning in the late 1990s, banks in Nigeria embarked on change management through BPR that involved emotional intelligence competencies which saw the banking industry’s shareholders’ funds rising from minus N792m in 1996 to N1,935bn in 2011. The survey research design was used for the study, and data were analyzed to demonstrate the relationship between emotional intelligence and successful change management. It was found that EI has strong positive relationship with successful change management in the Nigerian banking industry.

Attention to change: A multilevel theory on the process of emergent continuous organizational change.

Science.gov (United States)

Wee, Elijah X M; Taylor, M Susan

2018-01-01

Increasingly, continuous organizational change is viewed as the new reality for organizations and their members. However, this model of organizational change, which is usually characterized by ongoing, cumulative, and substantive change from the bottom up, remains underexplored in the literature. Taking a multilevel approach, the authors develop a theoretical model to explain the mechanisms behind the amplification and accumulation of valuable, ongoing work-unit level changes over time, which then become substantial changes at the organizational level. Drawing on the concept of emergence, they first focus on the cognitive search mechanisms of work-unit members and managers to illustrate how work-unit level routine changes may be amplified to the organization through 2 unique processes: composition and compilation emergence. The authors then discuss the managers' role in creating a sense of coherence and meaning for the accumulation of these emergent changes over time. They conclude this research by discussing the theoretical implications of their model for the existing literature of organizational change. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

Managing technological and organizational change in relation to the social system of the company

DEFF Research Database (Denmark)

Clausen, Christian

1996-01-01

The paper aims at the discussion of why some work design questions are taken up in the technology management process, and other questions often are neglected or changed through the management process. It is described how the agenda for technology management is created through a complex political...

Lakes and ponds recreation management: a state-wide application of the visitor impact management process

Science.gov (United States)

Jerry J. Vaske; Rodney R. Zwick; Maureen P. Donnelly

1992-01-01

The Visitor Impact Management (VIM) process is designed to identify unacceptable changes occurring as a result of visitor use and to develop management strategies to keep visitor impacts within acceptable levels. All previous attempts to apply the VIM planning framework have concentrated on specific resources. This paper expands this focus to an entire state. Based on...

Change Management as a Critical Success Factor in e-Government Implementation

Directory of Open Access Journals (Sweden)

Janja Nograšek

2011-01-01

Full Text Available Change management in e-government implementation is a very complex issue. E-government services are frequently distributed over different IT systems and organizations. There are also events from outside the public administration that cause changes such as government policies and legislation, public-private partnership, etc., and finally a huge resistance to change exists in public administration proverbial. Another problem is that the e-government is predominantly seen only as a technology mission and not as an organizational transformation issue. Those are probably the main reasons that the existing literature about change management in e-government is still missing at large. There are articles dealing with some aspects of changes affected by the new technology implementation, however, there is no comprehensive framework that would identify changes that have to be managed in e-government implementation. Therefore, the main aim of the paper is to identify a comprehensive set of changes that have to be considered in e-government implementation and the role of leadership in such processes. Finally, the paper proposes a conceptual model of change management in e-government implementation.

Organizational Diagnosis - a Management Tool for Change. Case Study in Satu Mare County Hospital

Directory of Open Access Journals (Sweden)

Cătălin BABA

2009-02-01

Full Text Available Most human activities are the product ofcoordinated actions performed by individualsworking as a team rather than individuals workingalone. Thus, the processes through which theyaccomplish their tasks, change, decide andrelate to each other inside an organization isessential. This paper is about the importanceof Organizational Diagnosis in management ofchange. Organizational Diagnosis is an essentialstep in every initiative of change, and with everchanging environment in which flexibility andcreativity are proving to be key values, mostmanagers are interested in questions regardingthe nature of organizational process and structure,human relations, and nature of change. The paperpresents such a case of using organizationaldiagnosis as a management tool in a changeprocess inside a health care organization. Usingthis tool has helped the management team identifythe existing gaps between “what is” and “whatshould be” and has increased the chances of asuccessful change process.

Change-management. From commercial power operation to post power operation and decommissioning

International Nuclear Information System (INIS)

Wasinger, Karl

2015-01-01

Transition from power generation to decommissioning challenges utilities. Power generation is mainly characterized by a stable working environment and constant workload, decommissioning and dismantling, however, by transformation and change. Also, changing requirements for the workforce's skills challenge the organization and its senior management. Ensuring effective and efficient performance, while maintaining motivation of staff, requires adjustment of management processes as well as of operational organization and human resources management. AREVA has more than 20 years of experience in decommissioning of own nuclear fuel cycle plants in France, as well as of other large plants and power reactors in Germany, the United Kingdom and the US. Therefore, the group has developed and successfully implemented integrated change management processes. The implementation of well-established and proven methods, developed by the productive industry and adjusted to the nuclear regulatory requirements, significantly improves the performance and efficiency of means and methods in use. The AREVA Performance Improvement Process defines concrete approaches to identify and improve potential deficits of productivity in six main areas (decommissioning scenarios and stra-tegies, waste treatment and logistics, operations management, supply chain, regulatory monitoring and controls as well as dismantling operation). Nuclear plant and facility owners around the world benefit from AREVA experts well experienced in execution of large and complex decommissioning projects.

Project management process.

Science.gov (United States)

2007-03-01

This course provides INDOT staff with foundational knowledge and skills in project management principles and methodologies. INDOTs project management processes provide the tools for interdisciplinary teams to efficiently and effectively deliver pr...

Process-based software project management

CERN Document Server

Goodman, F Alan

2006-01-01

Not connecting software project management (SPM) to actual, real-world development processes can lead to a complete divorcing of SPM to software engineering that can undermine any successful software project. By explaining how a layered process architectural model improves operational efficiency, Process-Based Software Project Management outlines a new method that is more effective than the traditional method when dealing with SPM. With a clear and easy-to-read approach, the book discusses the benefits of an integrated project management-process management connection. The described tight coup

Effective Organizational Structures and Processes: Addressing Issues of Change

Science.gov (United States)

Andrade, Maureen Snow

2016-01-01

This chapter describes organizational structures and processes at the institutional and project levels for the development and support of distance learning initiatives. It addresses environmental and stakeholder issues and explores principles and strategies of effective leadership for change creation and management.

Managing dualities in organizational change projects

OpenAIRE

Shaw, David

2016-01-01

When managers want to change their organisation they often set up a project to do it, in the belief that doing so simplifies and focuses the change initiative and brings greater assurance of success. Case studies of three organisational change projects undertaken by Arts Council England during 2006-2007 are used to examine the notion of project management and change management as a duality. It is argued that the structured, systematic approach associated with project management needs to be ba...

Determining climate change management priorities: A case study from Wisconsin

Science.gov (United States)

LeDee, Olivia E.; Ribic, Christine

2015-01-01

A burgeoning dialogue exists regarding how to allocate resources to maximize the likelihood of long-term biodiversity conservation within the context of climate change. To make effective decisions in natural resource management, an iterative, collaborative, and learning-based decision process may be more successful than a strictly consultative approach. One important, early step in a decision process is to identify priority species or systems. Although this promotes the conservation of select species or systems, it may inadvertently alter the future of non-target species and systems. We describe a process to screen terrestrial wildlife for potential sensitivity to climate change and then use the results to engage natural resource professionals in a process of identifying priorities for monitoring, research, and adaptation strategy implementation. We demonstrate this approach using a case study from Wisconsin. In Wisconsin, experts identified 23 out of 353 species with sufficient empirical research and management understanding to inform targeted action. Habitat management and management of hydrological conditions were the common strategies for targeted action. Although there may be an interest in adaptation strategy implementation for many species and systems, experts considered existing information inadequate to inform targeted action. According to experts, 40% of the vertebrate species in Wisconsin will require near-term intervention for climate adaptation. These results will inform state-wide conservation planning as well as regional efforts.

Not Missing the Future: The Case for Technology and Business Process Change

Science.gov (United States)

VanDenBerg, Doug

2010-01-01

As technology has evolved, the opportunity to transform and enhance the business processes of academic records managers has become more attractive. Many institutions embrace business-process change as a part of their ongoing strategy, but others defer--or simply avoid--any such change. But now more than ever, according to this author, it is…

Restructuring of SE, Plc - from a functionally managed company to a process managed commercial-production company

International Nuclear Information System (INIS)

Ravasz, V.

2004-01-01

The purpose of this presentation is to inform the participants about present changes currently occurred within Slovenske elektrarne, a. s. (SE, Plc). Changes are related to the liberalisation of the electricity market and expected accession of Slovakia to EU. To support its competitiveness, the SE, Plc became a customer-oriented company, prepared to the access of strategic investor. The paper includes the basic information about centralisation and project of Restructuring of SE, Plc., which has started in December 2003. The aim of Restructuring is the change from functionally managed company to a process managed commercial-production company

Fundamentals of business process management

NARCIS (Netherlands)

Dumas, Marlon; La Rosa, Marcello; Mendling, Jan; Reijers, Hajo A.

2018-01-01

This textbook covers the entire Business Process Management (BPM) lifecycle, from process identification to process monitoring, covering along the way process modelling, analysis, redesign and automation. Concepts, methods and tools from business management, computer science and industrial

Intervention in Multi-cultural Organizations -Prevention of Accidents as political change processes

DEFF Research Database (Denmark)

Dyhrberg, Mette Bang; Kamp, Annette; Koch, Christian

1999-01-01

mainstream safety culture approaches is over rationalististic compared with day to day life of organisations. A simplistic model of mans behaviour, and too abbreviated understanding of the total set of goals and means in action in organisation and rather simple change management models flaws the safety...... of an organisation as a Multi-cultural Organisation. Second on change processes as political processes where the needed change have to be negotiated and reshaped....

Establishment of Systematic Design Control/Configuration Management Processes to Enhance Engineering Capability

International Nuclear Information System (INIS)

Inagaki, T.; Hamada, T.; Ihara, T.

2016-01-01

Full text: After the accident of Fukushima Daiichi Nuclear Power Plant in 2011, Tokyo Electric Power Company (TEPCO) launched various measures to enhance plant safety and safety culture of its employees. One of the important aspects of these measures is to enhance engineering capability and TEPCO is conducting actions to establish systematic design control and configuration management processes as an important foundation of such engineering capability. This paper describes how TEPCO is establishing systematic configuration management processes from three aspects, i.e., design requirement and bases management, facility configuration control, and configuration change management. It also provides brief information of the IT systems that are being introduced and will support the systematic design control and configuration management processes. (author

27 CFR 31.133 - Change in management.

Science.gov (United States)

2010-04-01

... 27 Alcohol, Tobacco Products and Firearms 1 2010-04-01 2010-04-01 false Change in management. 31..., DEPARTMENT OF THE TREASURY LIQUORS ALCOHOL BEVERAGE DEALERS Changes in Registration Information Other Changes § 31.133 Change in management. A change in management that involves no change in ownership of the...

Governing and Managing Customer-initiated Engineering Change – An in-depth case study of a global industrial supplier

DEFF Research Database (Denmark)

Sommer, Anita Friis; Storbjerg, Simon Haahr; Dukovska-Popovska, Iskra

2013-01-01

or externally by for instance customers. Managing initiated engineering changes is a vital source for improving product performance and radically reducing change costs. Customer-initiated engineering change is an area growing in importance decreasing product life cycles and increasing demand for customisation....... Through an in-depth case study, this paper investigates which process and what governance setup is appropriate to manage customer initiated engineering changes, referred to as request management. The paper includes a proposal for a request management framework and a task-based iterative process model...

Business process management: a survey

NARCIS (Netherlands)

Aalst, van der W.M.P.; Hofstede, ter A.H.M.; Weske, M.H.; Aalst, van der W.M.P.; Hofstede, ter A.H.M.; Weske, M.H.

2003-01-01

Business Process Management (BPM) includes methods, techniques, and tools to support the design, enactment, management, and analysis of operational business processes. It can be considered as an extension of classical Workflow Management (WFM) systems and approaches. Although the practical relevance

BUSINESS PROCESS REENGINEERING AS THE METHOD OF PROCESS MANAGEMENT

Directory of Open Access Journals (Sweden)

O. Honcharova

2013-09-01

Full Text Available The article is devoted to the analysis of process management approach. The main understanding of process management approach has been researched in the article. The definition of process and process management has been given. Also the methods of business process improvement has been analyzed, among them are fast-analysis solution technology (FAST, benchmarking, reprojecting and reengineering. The main results of using business process improvement have been described in figures of reducing cycle time, costs and errors. Also the tasks of business process reengineering have been noticed. The main stages of business process reengineering have been noticed. The main efficiency results of business process reengineering and its success factors have been determined.

Guidelines for operator competence - Optimising facility management processes; Leitfaden Betreiberkompetenz. Schritt fuer Schritt Facility Management Prozesse optimieren

Energy Technology Data Exchange (ETDEWEB)

Moser, R

2005-06-15

This brochure issued by IFMA (International Facility Management Association) Switzerland and the Swiss Federal Office of Energy (SFOE) presents interactive guidelines for energy management in the area of facility management. These guidelines are based on the results of a project carried out by the International Energy Agency's Annex 40 'Operator competence'. The guidelines provide a step-by-step guide from initial analysis through to successful project completion and answer many questions that may crop up during the process. The focus is placed on energy aspects. Tools and 14 sample process descriptions are provided along with practical examples. Theoretical aspects are also presented and discussed, including models for operator roles and the processes involved. Also, change, risk and knowledge management are examined. Notes and information on possibilities for further education are presented.

Guidelines for operator competence - Optimising facility management processes; Leitfaden Betreiberkompetenz. Schritt fuer Schritt Facility Management Prozesse optimieren

Energy Technology Data Exchange (ETDEWEB)

Moser, R.

2005-06-15

This brochure issued by IFMA (International Facility Management Association) Switzerland and the Swiss Federal Office of Energy (SFOE) presents interactive guidelines for energy management in the area of facility management. These guidelines are based on the results of a project carried out by the International Energy Agency's Annex 40 'Operator competence'. The guidelines provide a step-by-step guide from initial analysis through to successful project completion and answer many questions that may crop up during the process. The focus is placed on energy aspects. Tools and 14 sample process descriptions are provided along with practical examples. Theoretical aspects are also presented and discussed, including models for operator roles and the processes involved. Also, change, risk and knowledge management are examined. Notes and information on possibilities for further education are presented.

Spiral model of procedural cycle of educational process management

Directory of Open Access Journals (Sweden)

Bezrukov Valery I.

2016-01-01

Full Text Available The article analyzes the nature and characteristics of the spiral model Procedure educational systems management cycle. The authors identify patterns between the development of information and communication technologies and the transformation of the education management process, give the characteristics of the concept of “information literacy” and “Media Education”. Consider the design function, determine its potential in changing the traditional educational paradigm to the new - information.

Managing Organizational Change

OpenAIRE

Kraft, Anna

2017-01-01

Sensegiving is a key leadership activity in times of organizational change. Leaders share their understanding of the change in an attempt to exert influence on employees’ sensemaking towards a preferred redefinition of the organizational reality. This dissertation investigates the context and process of leader sensegiving by outlining the moderators that affect the sensegiving process and the forms sensegiving takes in the different phases of a change process. Sensegiving ist eine wesentli...

FACTORS FOR THE IMPLEMENTATION OF CHANGE IN MANAGEMENT ACCOUNTING SYSTEMS

Directory of Open Access Journals (Sweden)

Rodrigo Angonese

2017-01-01

Full Text Available This study aimed to analyze the motivating factors of the change process of the management accounting system, from the perspective of institutional theory. The research was classified as descriptive, qualitative, operationalized by explanatory case study. Data were collected through semi-structured interviews and analyzed using content analysis. The results show that in the analyzed case, the change in management accounting systems was motivated by a particular set of factors (improvisation and environmental social pressure, representative of internal and external pressures for organizations, each with its intensity.

Socially Grounded Analysis of Knowledge Management Systems and Processes

NARCIS (Netherlands)

Guizzardi, R.S.S.; Perini, A.; Dignum, V.

2008-01-01

In the struggle to survive and compete in face of constant technological changes and unstable business environments, organizations recognize knowledge as its most valuable asset. Consequently, these organizations often invest on Knowledge Management (KM), seeking to enhance their internal processes

Organizational Identity and Culture in the Context of Managed Change

DEFF Research Database (Denmark)

Hatch, Mary Jo; Schultz, Majken; Skov, Anne-Marie

2015-01-01

their organization’s identity led middle managers and employees both to support and resist new organizational identity claims made by top management. Within these identity activation processes we found frequent references relating new identity claims to organizational culture. Further analysis of the data revealed......This article presents top and middle managers’ experiences and understandings of how organizational identity and culture were entangled with transformational change as it unfolded over a 5-year period in Carlsberg Group. Combining ethnography and grounded theory methods with engaged scholarship......, our work sits between research and practice, speaking directly to the experience of managers at the same time that it researches both the content and processes of organizational identity and culture. The study shows that engaging in processes of reflecting, questioning, and debating about...

Perceptions of Australian marine protected area managers regarding the role, importance, and achievability of adaptation for managing the risks of climate change

Directory of Open Access Journals (Sweden)

Christopher Cvitanovic

2014-12-01

Full Text Available The rapid development of adaptation as a mainstream strategy for managing the risks of climate change has led to the emergence of a broad range of adaptation policies and management strategies globally. However, the success of such policies or management interventions depends on the effective integration of new scientific research into the decision-making process. Ineffective communication between scientists and environmental decision makers represents one of the key barriers limiting the integration of science into the decision-making process in many areas of natural resource management. This can be overcome by understanding the perceptions of end users, so as to identify knowledge gaps and develop improved and targeted strategies for communication and engagement. We assessed what one group of environmental decision makers, Australian marine protected area (MPA managers, viewed as the major risks associated with climate change, and their perceptions regarding the role, importance, and achievability of adaptation for managing these risks. We also assessed what these managers perceived as the role of science in managing the risks from climate change, and identified the factors that increased their trust in scientific information. We do so by quantitatively surveying 30 MPA managers across 3 Australian management agencies. We found that although MPA managers have a very strong awareness of the range and severity of risks posed by climate change, their understanding of adaptation as an option for managing these risks is less comprehensive. We also found that although MPA managers view science as a critical source of information for informing the decision-making process, it should be considered in context with other knowledge types such as community and cultural knowledge, and be impartial, evidence based, and pragmatic in outlining policy and management recommendations that are realistically achievable.

Process Improvement in a Radically Changing Organization

Science.gov (United States)

Varga, Denise M.; Wilson, Barbara M.

2007-01-01

This presentation describes how the NASA Glenn Research Center planned and implemented a process improvement effort in response to a radically changing environment. As a result of a presidential decision to redefine the Agency's mission, many ongoing projects were canceled and future workload would be awarded based on relevance to the Exploration Initiative. NASA imposed a new Procedural Requirements standard on all future software development, and the Center needed to redesign its processes from CMM Level 2 objectives to meet the new standard and position itself for CMMI. The intended audience for this presentation is systems/software developers and managers in a large, research-oriented organization that may need to respond to imposed standards while also pursuing CMMI Maturity Level goals. A set of internally developed tools will be presented, including an overall Process Improvement Action Item database, a formal inspection/peer review tool, metrics collection spreadsheet, and other related technologies. The Center also found a need to charter Technical Working Groups (TWGs) to address particular Process Areas. In addition, a Marketing TWG was needed to communicate the process changes to the development community, including an innovative web site portal.

Development of advanced spent fuel management process. System analysis of advanced spent fuel management process

International Nuclear Information System (INIS)

Ro, S.G.; Kang, D.S.; Seo, C.S.; Lee, H.H.; Shin, Y.J.; Park, S.W.

1999-03-01

The system analysis of an advanced spent fuel management process to establish a non-proliferation model for the long-term spent fuel management is performed by comparing the several dry processes, such as a salt transport process, a lithium process, the IFR process developed in America, and DDP developed in Russia. In our system analysis, the non-proliferation concept is focused on the separation factor between uranium and plutonium and decontamination factors of products in each process, and the non-proliferation model for the long-term spent fuel management has finally been introduced. (Author). 29 refs., 17 tabs., 12 figs

PROJECT SCOPE MANAGEMENT PROCESS

Directory of Open Access Journals (Sweden)

Yana Derenskaya

2018-01-01

Full Text Available The purpose of the article is to define the essence of project scope management process, its components, as well as to develop an algorithm of project scope management in terms of pharmaceutical production. Methodology. To carry out the study, available information sources on standards of project management in whole and elements of project scope management in particular are analysed. Methods of system and structural analysis, logical generalization are used to study the totality of subprocesses of project scope management, input and output documents, and to provide each of them. Methods of network planning are used to construct a precedence diagram of project scope management process. Results of the research showed that components of the project scope management are managing the scope of the project product and managing the content of project work. It is the second component is investigated in the presented work as a subject of research. Accordingly, it is defined that project scope management process is to substantiate and bring to the realization the necessary amount of work that ensures the successful implementation of the project (achievement of its goal and objectives of individual project participants. It is also determined that the process of managing the project scope takes into account the planning, definition of the project scope, creation of the structure of project work, confirmation of the scope and management of the project scope. Participants of these subprocesses are: customer, investor, and other project participants – external organizations (contractors of the project; project review committee; project manager and project team. It is revealed that the key element of planning the project scope is the formation of the structure of design work, the justification of the number of works, and the sequence of their implementation. It is recommended to use the following sequence of stages for creating the structure of project work

Proposal for implementation risk management according ABNT NBR ISO 31000 standard applied to internal audit process of Integrated Management System of IPEN

International Nuclear Information System (INIS)

Scapin Junior, Wilson S.; Salvetti, Tereza C.; Longo, Guilherme C.

2015-01-01

The paper objective is to establish a risk management methodology applied to internal audits processes of IPEN Integrated Management System (IMS). In continuous seeking of updating methodologies to assist effective management based on the constant changes in the organizational world, and the development of management tools used for decision making, risk management demonstrates trends to be a new tool with high efficiency. This trend is accentuated by the fact that risk management is being incorporated into the new revision of quality management standard ISO 9001, estimated conclusion in November 2015. The identification, evaluation and treatment of risks are present in eleven items of its ten requirements at new revision. From the conclusion of the review, all organizations certified by that standard should make the necessary changes in their systems to meet the new requirements. This proposal will provide anticipate the changes that will occur in the management system of IPEN in accordance with this new revision. With the character of a pilot program to implement the organizational culture change in relationship to new concepts related to risks and implementation of risk management all other system processes that will be affected by the new revision of this standard. The methodology used for this paper is supported by the standards ABNT NBR ISO 31000. (author)

Proposal for implementation risk management according ABNT NBR ISO 31000 standard applied to internal audit process of Integrated Management System of IPEN

Energy Technology Data Exchange (ETDEWEB)

Scapin Junior, Wilson S.; Salvetti, Tereza C.; Longo, Guilherme C., E-mail: wsscapin@ipen.br, E-mail: salvetti@ipen.br, E-mail: glongo@ipen.br [Instituto de Pesquisas Energeticas e Nucleares (IPEN/CNEN-SP), Sao Paulo, SP (Brazil)

2015-07-01

The paper objective is to establish a risk management methodology applied to internal audits processes of IPEN Integrated Management System (IMS). In continuous seeking of updating methodologies to assist effective management based on the constant changes in the organizational world, and the development of management tools used for decision making, risk management demonstrates trends to be a new tool with high efficiency. This trend is accentuated by the fact that risk management is being incorporated into the new revision of quality management standard ISO 9001, estimated conclusion in November 2015. The identification, evaluation and treatment of risks are present in eleven items of its ten requirements at new revision. From the conclusion of the review, all organizations certified by that standard should make the necessary changes in their systems to meet the new requirements. This proposal will provide anticipate the changes that will occur in the management system of IPEN in accordance with this new revision. With the character of a pilot program to implement the organizational culture change in relationship to new concepts related to risks and implementation of risk management all other system processes that will be affected by the new revision of this standard. The methodology used for this paper is supported by the standards ABNT NBR ISO 31000. (author)

A framework for modeling adaptive forest management and decision making under climate change

Directory of Open Access Journals (Sweden)

Rasoul Yousefpour

2017-12-01

Full Text Available Adapting the management of forest resources to climate change involves addressing several crucial aspects to provide a valid basis for decision making. These include the knowledge and belief of decision makers, the mapping of management options for the current as well as anticipated future bioclimatic and socioeconomic conditions, and the ways decisions are evaluated and made. We investigate the adaptive management process and develop a framework including these three aspects, thus providing a structured way to analyze the challenges and opportunities of managing forests in the face of climate change. We apply the framework for a range of case studies that differ in the way climate and its impacts are projected to change, the available management options, and how decision makers develop, update, and use their beliefs about climate change scenarios to select among adaptation options, each being optimal for a certain climate change scenario. We describe four stylized types of decision-making processes that differ in how they (1 take into account uncertainty and new information on the state and development of the climate and (2 evaluate alternative management decisions: the "no-change," the "reactive," the "trend-adaptive," and the "forward-looking adaptive" decision-making types. Accordingly, we evaluate the experiences with alternative management strategies and recent publications on using Bayesian optimization methods that account for different simulated learning schemes based on varying knowledge, belief, and information. Finally, our proposed framework for identifying adaptation strategies provides solutions for enhancing forest structure and diversity, biomass and timber production, and reducing climate change-induced damages. They are spatially heterogeneous, reflecting the diversity in growing conditions and socioeconomic settings within Europe.

Transformation to near-natural forest management, climate change and uncertainty

DEFF Research Database (Denmark)

Schou, Erik

Currently transformation from even-aged management to near-natural forest management is being considered or undertaken throughout the Atlantic region of Europe. What in general lies in this transformation is the desire for a higher degree of utilisation in forest management of the natural processes...... inherent in the forest ecosystem. The motivations for transforming involve economic, biological and social values. At the same time, potential climate changes are expected to change growing conditions of tree species – possibly having a high impact on future forest growth. The purpose of this dissertation......, the studies of the dissertation analysed changes in stand structure and the choice of species at the stand and forest level. Only the value of timber was considered. Both optimisation and simulation approaches have been applied in the dissertation. Methods include dynamic programming, evolution algorithms...

Change Management

NARCIS (Netherlands)

Bouwhuijsen, van den W.J.M.J.

2008-01-01

In dit artikel verstaan we onder "CHANGE MANAGEMENT" het managen van wijzigingen en toevoegingen van het te realiseren object gedurende het gehele bouwproces tot de oplevering van het werk, zoals ik deze vanuit mijn ervaringen beleef. Het onderhoud en beheer laten we buiten beschouwing, omdat deze

Resilience, Regime Shifts, and Guided Transition under Climate Change: Examining the Practical Difficulties of Managing Continually Changing Systems

Directory of Open Access Journals (Sweden)

Brenda B. Lin

2013-03-01

Full Text Available Managing terrestrial systems has become increasingly difficult under climate change as unidirectional shifts in climate conditions challenge the resilience of ecosystems to maintain their compositional structure and function. Despite the increased attention of resilience management to guide transformational change, questions remain as to how to apply resilience to manage transitions. Rather than pushing systems across thresholds into alternative states, climate change may create a stepwise progression of unknown transitional states that track changing climate conditions. Because of this uncertainty, we must find ways to guide transitioning systems across climate boundaries towards states that are socially and environmentally desirable. We propose to ease the uncertainty of managing shifting systems by providing an approach to adaptive management that we call guided transition, where socially and environmentally important ecosystem functions are preserved through transitions by considering and maintaining the species and structures needed for the desired functions. Scientifically, it will require a better understanding of the relationships between structure, species composition, and function for specific systems. Managers will also need to identify important functions at the local, regional, and national scale, and to determine how best to transition systems to a desired state based on existing scientific knowledge. Guided transition, therefore, helps guide the process of adaptive management by specifying a function-based management pathway that guides transitions through climatic changes.

NEW DETERMINANT FACTORS OF CHANGE MANAGEMENT IN THE HOSPITALITY INDUSTRY

Directory of Open Access Journals (Sweden)

Eugenia ALECU

2013-12-01

Full Text Available The factors that we took into account the following important elements: for goods and capital (brand promotion, reliable predictions against risk factors, knowledge capital, intangible values for hotels, for health and safety (the easily with which diseases can cross oceans and borders and multiplying rows of old and new infections, some impossible to treat, strict control of food and non-food products entering in the hotel, for new management (planning education and training process in hospitality industry, demographic problem, New trends in the workplace. One of the most dramatic changes in this industry is the way to sold products and services for public hotels. New technology, development of hospitality industry and social problems are very important, also in this process of change management to hotels.

23 CFR 450.320 - Congestion management process in transportation management areas.

Science.gov (United States)

2010-04-01

... 23 Highways 1 2010-04-01 2010-04-01 false Congestion management process in transportation... Programming § 450.320 Congestion management process in transportation management areas. (a) The transportation planning process in a TMA shall address congestion management through a process that provides for safe and...

Emergency Managers Confront Climate Change

Directory of Open Access Journals (Sweden)

John R. Labadie

2011-08-01

Full Text Available Emergency managers will have to deal with the impending, uncertain, and possibly extreme effects of climate change. Yet, many emergency managers are not aware of the full range of possible effects, and they are unsure of their place in the effort to plan for, adapt to, and cope with those effects. This may partly reflect emergency mangers’ reluctance to get caught up in the rancorous—and politically-charged—debate about climate change, but it mostly is due to the worldview shared by most emergency managers. We focus on: extreme events; acute vs. chronic hazards (floods vs. droughts; a shorter event horizon (5 years vs. 75–100 years; and a shorter planning and operational cycle. This paper explores the important intersection of emergency management, environmental management, and climate change mitigation and adaptation. It examines the different definitions of terms common to all three fields, the overlapping strategies used in all three fields, and the best means of collaboration and mutual re-enforcement among the three to confront and solve the many possible futures that we may face in the climate change world.

Participation process and outcome interactions: Exploring participation in water resource management

Science.gov (United States)

Carr, G.; Loucks, D. P.; Blöschl, G.

2012-04-01

Evaluating participation programmes, projects and activities aids understanding of effective mechanisms and enables the identification of improvements to current strategies. Characteristics of participation processes, such whether the process is cost effective, adequately facilitated, accessible, includes a representative section of society or interest groups and allocates power equivalently between participants, are commonly described and evaluated in the literature. A key question concerns whether effective processes lead to desirable outcomes. Two types of outcomes can be identified from participation programmes - tangible and non-tangible. Tangible outcomes include resource management changes or resource quality changes. Non tangible outcomes include developing and strengthening communication and action networks, building trust between individuals and/or organisations, developing innovative solutions, or developing shared knowledge and understandings of issues. To better understand how participation impacts upon resource management it is necessary to identify i) how non-tangible outcomes lead to resource management outcomes and ii) which characteristics of the participation process are connected to achieving non-tangible outcomes. This has been attempted with a literature based meta-analysis. Literature has been analysed to identify outcomes from participations programmes, and the process characteristics present that are associated with promoting or inhibiting their achievement. Preliminary analysis shows that process characteristics such as representation, facilitation and accessibility are important for achieving non-tangible outcomes. The relationship between non-tangible outcomes and resource management outcomes is less clear in the literature. This may be due to the different timescales over which the different types of outcomes emerge (resource management outcomes emerge over longer time periods) and the different contexts or settings in which

Analysis of the Factors Affecting Resistance to Changes in Management Accounting Systems

Directory of Open Access Journals (Sweden)

Rodrigo Angonese

2014-12-01

Full Text Available Despite changes in the environment and management accounting practices, studies indicate that management accounting systems do not change or change at a much slower rate than expected. The stability of the management accounting systems used by companies may relate to resistance to changing these systems. This study analyzes the factors that contribute to resistance to implementing an integrated management system from the perspective of institutional theory, grounded in the old institutional economics. Methodologically, this study provides a qualitative assessment of the problem and a descriptive analysis of the resistance factors through a case-study approach. The data were collected using semi-structured interviews and analyzed through content analysis. Two companies were selected for this study due to their differing characteristics. The following seven factors were analyzed for resistance to implementing integrated management systems: institutional power, ontological insecurity, trust, inertia, lack of knowledge, acceptance of routines and decoupling. However, there was no evidence to characterize hierarchical power. The research findings indicate that changing management accounting systems, through the implementation of an integrated management system, faces internal resistance in these organizations. Each factor varies in intensity but is permanently present in these companies, such as ontological insecurity, trust, inertia, lack of knowledge, acceptance of routines and decoupling. These factors are awakened when the change process begins and, if they gather enough force, can stop the change.

Agricultural management explains historic changes in regional soil carbon stocks

Science.gov (United States)

van Wesemael, Bas; Paustian, Keith; Meersmans, Jeroen; Goidts, Esther; Barancikova, Gabriela; Easter, Mark

2010-01-01

Agriculture is considered to be among the economic sectors having the greatest greenhouse gas mitigation potential, largely via soil organic carbon (SOC) sequestration. However, it remains a challenge to accurately quantify SOC stock changes at regional to national scales. SOC stock changes resulting from SOC inventory systems are only available for a few countries and the trends vary widely between studies. Process-based models can provide insight in the drivers of SOC changes, but accurate input data are currently not available at these spatial scales. Here we use measurements from a soil inventory dating from the 1960s and resampled in 2006 covering the major soil types and agricultural regions in Belgium together with region-specific land use and management data and a process-based model. The largest decreases in SOC stocks occurred in poorly drained grassland soils (clays and floodplain soils), consistent with drainage improvements since 1960. Large increases in SOC in well drained grassland soils appear to be a legacy effect of widespread conversion of cropland to grassland before 1960. SOC in cropland increased only in sandy lowland soils, driven by increasing manure additions. Modeled land use and management impacts accounted for more than 70% of the variation in observed SOC changes, and no bias could be demonstrated. There was no significant effect of climate trends since 1960 on observed SOC changes. SOC monitoring networks are being established in many countries. Our results demonstrate that detailed and long-term land management data are crucial to explain the observed SOC changes for such networks. PMID:20679194

Change management

CSIR Research Space (South Africa)

Herselman, M

2014-12-01

Full Text Available impact of technologies on learning as well as on school administration. In many cases, there is a need to first work with the school at a holistic level, looking at ‘softer’ skills within a school and district (for example, focusing on leadership... concerning the lack of capacity in the principals could be a result of a lack of change leadership rather than solely a lack of expertise. Change management  207 SchoolNET SA therefore proposed to focus on supporting principals, SMTs and district...

KNOWLEDGE MANAGEMENT PROCESSES AND INTELLECTUAL PROPERTY MANAGEMENT PROCESSES: AN INTEGRATED CONCEPTUAL FRAMEWORK

OpenAIRE

HENAO-CALAD, MONICA; RIVERA-MONTOYA, PAULA; URIBE-OCHOA, BEATRIZ

2017-01-01

ABSTRACT Intellectual property management, knowledge management are disciplines that have been treated independently, both in academia and in the organizational field. Through the legal discipline of intellectual property, the former manages intangible assets that are eligible for protection (copyright, patents and trademarks, among others) leaving aside those assets that cannot be realized in any way. The latter is devoted to the processes of knowledge management in general, namely, the know...

Electronic Handbooks Simplify Process Management

Science.gov (United States)

2012-01-01

Getting a multitude of people to work together to manage processes across many organizations for example, flight projects, research, technologies, or data centers and others is not an easy task. Just ask Dr. Barry E. Jacobs, a research computer scientist at Goddard Space Flight Center. He helped NASA develop a process management solution that provided documenting tools for process developers and participants to help them quickly learn, adapt, test, and teach their views. Some of these tools included editable files for subprocess descriptions, document descriptions, role guidelines, manager worksheets, and references. First utilized for NASA's Headquarters Directives Management process, the approach led to the invention of a concept called the Electronic Handbook (EHB). This EHB concept was successfully applied to NASA's Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) programs, among other NASA programs. Several Federal agencies showed interest in the concept, so Jacobs and his team visited these agencies to show them how their specific processes could be managed by the methodology, as well as to create mockup versions of the EHBs.

How Do You Manage Change in Organizations? Training, Development, Innovation, and Their Relationships

Science.gov (United States)

Sartori, Riccardo; Costantini, Arianna; Ceschi, Andrea; Tommasi, Francesco

2018-01-01

The article aims to be a reflective paper on the interconnected concepts of training, development and innovation and the potential they have in dealing with change in organizations. We call change both the process through which something becomes different and the result of that process. Change management is the expression used to define the complex of activities, functions, and tools (such as training courses) through which an organization deals with the introduction of something new that is relevant for both its survival and growth. Training and development are labels used to define those educational activities implemented in organizations to empower the competences of workers, employees and managers in the lifelong learning perspective of improving their performance. Consequently, we define competences as those personal characteristics that allow people to be effective in the changing contexts of both workplace and everyday life. They are also necessary in organizational innovation, which is the process of transforming ideas or inventions into goods or services that generate value and for which customers will pay. Training, development, and innovation are three different but interconnected functions by which organizations manage change. What is the state of the art of the literature dealing with these topics? Here, is a critical review on the matter. PMID:29662463

How Do You Manage Change in Organizations? Training, Development, Innovation, and Their Relationships

Directory of Open Access Journals (Sweden)

Riccardo Sartori

2018-03-01

Full Text Available The article aims to be a reflective paper on the interconnected concepts of training, development and innovation and the potential they have in dealing with change in organizations. We call change both the process through which something becomes different and the result of that process. Change management is the expression used to define the complex of activities, functions, and tools (such as training courses through which an organization deals with the introduction of something new that is relevant for both its survival and growth. Training and development are labels used to define those educational activities implemented in organizations to empower the competences of workers, employees and managers in the lifelong learning perspective of improving their performance. Consequently, we define competences as those personal characteristics that allow people to be effective in the changing contexts of both workplace and everyday life. They are also necessary in organizational innovation, which is the process of transforming ideas or inventions into goods or services that generate value and for which customers will pay. Training, development, and innovation are three different but interconnected functions by which organizations manage change. What is the state of the art of the literature dealing with these topics? Here, is a critical review on the matter.

How Do You Manage Change in Organizations? Training, Development, Innovation, and Their Relationships.

Science.gov (United States)

Sartori, Riccardo; Costantini, Arianna; Ceschi, Andrea; Tommasi, Francesco

2018-01-01

The article aims to be a reflective paper on the interconnected concepts of training, development and innovation and the potential they have in dealing with change in organizations. We call change both the process through which something becomes different and the result of that process. Change management is the expression used to define the complex of activities, functions, and tools (such as training courses) through which an organization deals with the introduction of something new that is relevant for both its survival and growth. Training and development are labels used to define those educational activities implemented in organizations to empower the competences of workers, employees and managers in the lifelong learning perspective of improving their performance. Consequently, we define competences as those personal characteristics that allow people to be effective in the changing contexts of both workplace and everyday life. They are also necessary in organizational innovation , which is the process of transforming ideas or inventions into goods or services that generate value and for which customers will pay. Training, development, and innovation are three different but interconnected functions by which organizations manage change. What is the state of the art of the literature dealing with these topics? Here, is a critical review on the matter.

Multimedia Modeling System Response to Regional Land Management Change

Science.gov (United States)

Cooter, E. J.

2015-12-01

A multi-media system of nitrogen and co-pollutant models describing critical physical and chemical processes that cascade synergistically and competitively through the environment, the economy and society has been developed at the USEPA Office of Research and Development. It is populated with linked or fully coupled models that address nutrient research questions such as, "How might future policy, climate or land cover change in the Mississippi River Basin affect Nitrogen and Phosphorous loadings to the Gulf of Mexico" or, "What are the management implications of regional-scale land management changes for the sustainability of air, land and water quality?" This second question requires explicit consideration of economic (e.g. sector prices) and societal (e.g. land management) factors. Metrics that illustrate biosphere-atmosphere interactions such as atmospheric PM2.5 concentrations, atmospheric N loading to surface water, soil organic N and N percolation to groundwater are calculated. An example application has been completed that is driven by a coupled agricultural and energy sector model scenario. The economic scenario assumes that by 2022 there is: 1) no detectable change in weather patterns relative to 2002; 2) a concentration of stover processing facilities in the Upper Midwest; 3) increasing offshore Pacific and Atlantic marine transportation; and 4) increasing corn, soybean and wheat production that meets future demand for food, feed and energy feedstocks. This production goal is reached without adding or removing agricultural land area whose extent is defined by the National Land Cover Dataset (NLCD) 2002v2011 classes 81 and 82. This goal does require, however, crop shifts and agricultural management changes. The multi-media system response over our U.S. 12km rectangular grid resolution analysis suggests that there are regions of potential environmental and health costs, as well as large areas that could experience unanticipated environmental and health

Dissociated neural processing for decisions in managers and non-managers.

Science.gov (United States)

Caspers, Svenja; Heim, Stefan; Lucas, Marc G; Stephan, Egon; Fischer, Lorenz; Amunts, Katrin; Zilles, Karl

2012-01-01

Functional neuroimaging studies of decision-making so far mainly focused on decisions under uncertainty or negotiation with other persons. Dual process theory assumes that, in such situations, decision making relies on either a rapid intuitive, automated or a slower rational processing system. However, it still remains elusive how personality factors or professional requirements might modulate the decision process and the underlying neural mechanisms. Since decision making is a key task of managers, we hypothesized that managers, facing higher pressure for frequent and rapid decisions than non-managers, prefer the heuristic, automated decision strategy in contrast to non-managers. Such different strategies may, in turn, rely on different neural systems. We tested managers and non-managers in a functional magnetic resonance imaging study using a forced-choice paradigm on word-pairs. Managers showed subcortical activation in the head of the caudate nucleus, and reduced hemodynamic response within the cortex. In contrast, non-managers revealed the opposite pattern. With the head of the caudate nucleus being an initiating component for process automation, these results supported the initial hypothesis, hinting at automation during decisions in managers. More generally, the findings reveal how different professional requirements might modulate cognitive decision processing.

Dynamic process management for engineering environments

NARCIS (Netherlands)

Mentink, R.J.; van Houten, Frederikus J.A.M.; Kals, H.J.J.

2003-01-01

The research presented in this paper proposes a concept for dynamic process management as part of an integrated approach to engineering process support. The theory of information management is the starting point for the development of a process management system based on evolution of information

Assessing and managing multiple risks in a changing world-The Roskilde recommendations.

Science.gov (United States)

Selck, Henriette; Adamsen, Peter B; Backhaus, Thomas; Banta, Gary T; Bruce, Peter K H; Burton, G Allen; Butts, Michael B; Boegh, Eva; Clague, John J; Dinh, Khuong V; Doorn, Neelke; Gunnarsson, Jonas S; Hauggaard-Nielsen, Henrik; Hazlerigg, Charles; Hunka, Agnieszka D; Jensen, John; Lin, Yan; Loureiro, Susana; Miraglia, Simona; Munns, Wayne R; Nadim, Farrokh; Palmqvist, Annemette; Rämö, Robert A; Seaby, Lauren P; Syberg, Kristian; Tangaa, Stine R; Thit, Amalie; Windfeld, Ronja; Zalewski, Maciej; Chapman, Peter M

2017-01-01

Roskilde University (Denmark) hosted a November 2015 workshop, Environmental Risk-Assessing and Managing Multiple Risks in a Changing World. This Focus article presents the consensus recommendations of 30 attendees from 9 countries regarding implementation of a common currency (ecosystem services) for holistic environmental risk assessment and management; improvements to risk assessment and management in a complex, human-modified, and changing world; appropriate development of protection goals in a 2-stage process; dealing with societal issues; risk-management information needs; conducting risk assessment of risk management; and development of adaptive and flexible regulatory systems. The authors encourage both cross-disciplinary and interdisciplinary approaches to address their 10 recommendations: 1) adopt ecosystem services as a common currency for risk assessment and management; 2) consider cumulative stressors (chemical and nonchemical) and determine which dominate to best manage and restore ecosystem services; 3) fully integrate risk managers and communities of interest into the risk-assessment process; 4) fully integrate risk assessors and communities of interest into the risk-management process; 5) consider socioeconomics and increased transparency in both risk assessment and risk management; 6) recognize the ethical rights of humans and ecosystems to an adequate level of protection; 7) determine relevant reference conditions and the proper ecological context for assessments in human-modified systems; 8) assess risks and benefits to humans and the ecosystem and consider unintended consequences of management actions; 9) avoid excessive conservatism or possible underprotection resulting from sole reliance on binary, numerical benchmarks; and 10) develop adaptive risk-management and regulatory goals based on ranges of uncertainty. Environ Toxicol Chem 2017;36:7-16. © 2016 SETAC. © 2016 SETAC.

Human Resource Management in the Enhancement Processes of Knowledge Management

Directory of Open Access Journals (Sweden)

Didi Sundiman

2017-11-01

Full Text Available This research explored Human Resource Management (HRM in enhancement processes of knowledge management. This research explored how HRM practice enhanced the operational of knowledge management. Data were collected by a survey by interviewing 12 informants from Small and Medium Enterprise (SME. The results show that HRM practice gives initiative in the enhancement process of the knowledge management strategy applied to the company. It can be concluded that each sub-component of HRM affects the components of knowledge management, and HRM is highly influential and has a positive effect on quality management processes and vice versa in the work environment.

Managing Changes With Focus on Employee Involvement and Learning

DEFF Research Database (Denmark)

Kofoed, Lise Busk; Rosenørn, Torben

2000-01-01

The initiating question guiding this study is how employee participation can be established during an organisational change process in order to ensure the employees' involvement in the design of their future work environment. A case study where an "experimentarium" (learning lab) was set up...... that it is feasible to generate employee participation in designing their future working environment in the experimentarium when careful attention is given to the influence of situational factors and the work in the experimentarium is supported by management. Furthermore a common learning process was started...... in the experimentarium, and it is shown that the role of managers and supervisors is very important for the outcome of the learning. Results from work in experimentaria show that management and employees have unclear, different and not communicated expectations to each other and that this is a barrier for a successful...

An analysis of the perceived difficulties arising during the process of integrating management systems

Directory of Open Access Journals (Sweden)

Jesus Abad

2016-09-01

Originality/value: Most research emphasises the benefits of integrated management systems. By analysing the difficulties that arise during the integration process, this study contributes to fill a gap in the literature on the problems associated with processes of organisational change, in our case the integration of management systems.

Integrating Process Management with Archival Management Systems: Lessons Learned

Directory of Open Access Journals (Sweden)

J. Gordon Daines, III

2009-03-01

Full Text Available The Integrated Digital Special Collections (INDI system is a prototype of a database-driven, Web application designed to automate and manage archival workflow for large institutions and consortia. This article discusses the how the INDI project enabled the successful implementation of a process to manage large technology projects in the Harold B. Lee Library at Brigham Young University. It highlights how the scope of these technology projects is set and how the major deliverables for each project are defined. The article also talks about how the INDI system followed the process and still failed to be completed. It examines why the process itself is successful and why the INDI project failed. It further underscores the importance of process management in archival management systems.

THE ANALYSIS OF RISK MANAGEMENT PROCESS WITHIN MANAGEMENT

Directory of Open Access Journals (Sweden)

ROMANESCU MARCEL LAURENTIU

2016-10-01

Full Text Available This article highlights the risk analysis within management, focusing on how a company could practicaly integrate the risks management in the existing leading process. Subsequently, it is exemplified the way of manage risk effectively, which gives numerous advantages to all firms, including improving their decision-making process. All these lead to the conclusion that the degree of risk specific to companies is very high, but if managers make the best decisions then it can diminish it and all business activitiy and its income are not influenced by factors that could disturb in a negative way .

The safety culture change process performed in Polish research reactor MARIA

International Nuclear Information System (INIS)

Golab, Andrzej

2002-01-01

The Safety Culture Change Process Performed in research reactor MARIA is described in this paper. The essential issues fulfilled in realization of the Safety Culture Enhancement Programme are related to the attitude and behaviour of top management, co-operating groups, operational personnel, relations between the operating organization and the supervising and advising organizations. Realization of this programme is based on changing the employees understanding of safety, changing their attitudes and behaviours by means of adequate training, requalification process and performing the broad self-assessment programme. Also a high level Quality Assurance Programme helps in development of the Safety Culture. (author)

Cooperative enterprise and its possibilities in view of the paradigm change in management

Directory of Open Access Journals (Sweden)

Angie Fernández Lorenzo

2013-06-01

Full Text Available This paper describes the management discipline evolution and the changes it faces in view of the growing process of neoliberal globalization. It recognizes a paradigm change characterized by a new context for traditional administrative functions development, in particular by the proliferation of approaches, tools and techniques to apply. Also the main features of cooperative enterprise management are defined. These are recognized as advantageous in the current conditions to face the described above paradigm change.

Business Process Management Theory and Applications

CERN Document Server

2013-01-01

Business Process Management (BPM) has been in existence for decades. It  uses, complements, integrates and extends theories, methods and tools from  other scientific disciplines like: strategic management, information technology, managerial accounting, operations management etc. During this period the main focus themes of researchers and professionals in BPM  were: business process modeling, business process analysis, activity based costing, business process simulation, performance measurement, workflow management, the link between information technology and BPM for process automation etc. More recently the focus moved to subjects like Knowledge Management, Enterprise Resource Planning (ERP) Systems, Service Oriented Architectures (SOAs), Process Intelligence (PI) and even  Social Networks. In this collection of papers we present a review of the work and the outcomes achieved in the classic BPM fields as well as a deeper insight on recent advances in BPM. We present a review of business process modeling a...

Change management methodologies trained for automotive infotainment projects

Science.gov (United States)

Prostean, G.; Volker, S.; Hutanu, A.

2017-01-01

An Automotive Electronic Control Units (ECU) development project embedded within a car Environment is constantly under attack of a continuous flow of modifications of specifications throughout the life cycle. Root causes for those modifications are for instance simply software or hardware implementation errors or requirement changes to satisfy the forthcoming demands of the market to ensure the later commercial success. It is unavoidable that from the very beginning until the end of the project “requirement changes” will “expose” the agreed objectives defined by contract specifications, which are product features, budget, schedule and quality. The key discussions will focus upon an automotive radio-navigation (infotainment) unit, which challenges aftermarket devises such as smart phones. This competition stresses especially current used automotive development processes, which are fit into a 4 Year car development (introduction) cycle against a one-year update cycle of a smart phone. The research will focus the investigation of possible impacts of changes during all phases of the project: the Concept-Validation, Development and Debugging-Phase. Building a thorough understanding of prospective threats is of paramount importance in order to establish the adequate project management process to handle requirement changes. Personal automotive development experiences and Literature review of change- and configuration management software development methodologies led the authors to new conceptual models, which integrates into the structure of traditional development models used in automotive projects, more concretely of radio-navigation projects.

MODELING OF MANAGEMENT PROCESSES IN AN ORGANIZATION

Directory of Open Access Journals (Sweden)

Stefan Iovan

2016-05-01

Full Text Available When driving any major change within an organization, strategy and execution are intrinsic to a project’s success. Nevertheless, closing the gap between strategy and execution remains a challenge for many organizations [1]. Companies tend to focus more on execution than strategy for quick results, instead of taking the time needed to understand the parts that make up the whole, so the right execution plan can be put in place to deliver the best outcomes. A large part of this understands that business operations don’t fit neatly within the traditional organizational hierarchy. Business processes are often messy, collaborative efforts that cross teams, departments and systems, making them difficult to manage within a hierarchical structure [2]. Business process management (BPM fills this gap by redefining an organization according to its end-to-end processes, so opportunities for improvement can be identified and processes streamlined for growth, revenue and transformation. This white paper provides guidelines on what to consider when using business process applications to solve your BPM initiatives, and the unique capabilities software systems provides that can help ensure both your project’s success and the success of your organization as a whole. majority of medium and small businesses, big companies and even some guvermental organizations [2].

Lean healthcare from a change management perspective.

Science.gov (United States)

van Rossum, Lisa; Aij, Kjeld Harald; Simons, Frederique Elisabeth; van der Eng, Niels; Ten Have, Wouter Dirk

2016-05-16

Purpose - Lean healthcare is used in a growing number of hospitals to increase efficiency and quality of care. However, healthcare organizations encounter problems with the implementation of change initiatives due to an implementation gap: the gap between strategy and execution. From a change management perspective, the purpose of this paper is to increase scientific knowledge regarding factors that diminish the implementation gap and make the transition from the "toolbox lean" toward an actual transformation to lean healthcare. Design/methodology/approach - A cross-sectional study was executed in an operating theatre of a Dutch University Medical Centre. Transformational leadership was expected to ensure the required top-down commitment, whereas team leadership creates the required active, bottom-up behavior of employees. Furthermore, professional and functional silos and a hierarchical structure were expected to impede the workforce flexibility in adapting organizational elements and optimize the entire process flow. Findings - The correlation and regression analyses showed positive relations between the transformational leadership and team leadership styles and lean healthcare implementation. The results also indicated a strong relation between workforce flexibility and the implementation of lean healthcare. Originality/value - With the use of a recently developed change management model, the Change Competence Model, the authors suggest leadership and workforce flexibility to be part of an organization's change capacity as crucial success factor for a sustainable transformation to lean healthcare.

proposal for a lean commodity management process for the south

African Journals Online (AJOL)

Administrator

The 'new Navy' will have to survive with less funds and fewer staff. ... Managing the most cost effective supply support for these product ... In order to implement a real customer-based service, process changes are ..... The local operations.

Land Management Restrictions and Options for Change in Perpetual Conservation Easements

Science.gov (United States)

Rissman, Adena; Bihari, Menka; Hamilton, Christopher; Locke, Christina; Lowenstein, David; Motew, Melissa; Price, Jessica; Smail, Robert

2013-07-01

Conservation organizations rely on conservation easements for diverse purposes, including protection of species and natural communities, working forests, and open space. This research investigated how perpetual conservation easements incorporated property rights, responsibilities, and options for change over time in land management. We compared 34 conservation easements held by one federal, three state, and four nonprofit organizations in Wisconsin. They incorporated six mechanisms for ongoing land management decision-making: management plans (74 %), modifications to permitted landowner uses with discretionary consent (65 %), amendment clauses (53 %), easement holder rights to conduct land management (50 %), reference to laws or policies as compliance terms (47 %), and conditional use permits (12 %). Easements with purposes to protect species and natural communities had more ecological monitoring rights, organizational control over land management, and mechanisms for change than easements with general open space purposes. Forestry purposes were associated with mechanisms for change but not necessarily with ecological monitoring rights or organizational control over land management. The Natural Resources Conservation Service-Wetland Reserve Program had a particularly consistent approach with high control over land use and some discretion to modify uses through permits. Conservation staff perceived a need to respond to changing social and ecological conditions but were divided on whether climate change was likely to negatively impact their conservation easements. Many conservation easements involved significant constraints on easement holders' options for altering land management to achieve conservation purposes over time. This study suggests the need for greater attention to easement drafting, monitoring, and ongoing decision processes to ensure the public benefits of land conservation in changing landscapes.

Development of automated welding process for field fabrication of thick walled pressure vessels: management plan

International Nuclear Information System (INIS)

1979-01-01

A Westinghouse Electric Corp. management plan is presented that consists of the following: management structure; management processes; contract work breakdown structure; schedules; cost plan; contract change control procedures; and government owned property

Academic medicine change management: the power of the liaison committee on medical education accreditation process.

Science.gov (United States)

Chandran, Latha; Fleit, Howard B; Shroyer, A Laurie

2013-09-01

Stony Brook University School of Medicine (SBU SOM) used a Liaison Committee on Medical Education (LCME) site visit to design a change management approach that engaged students, revitalized faculty, and enabled significant, positive institutional transformation while flexibly responding to concurrent leadership transitions. This "from-the-trenches" description of novel LCME site-visit-related processes may provide an educational program quality improvement template for other U.S. medical schools. The SBU SOM site visit processes were proactively organized within five phases: (1) planning (4 months), (2) data gathering (12 months), (3) documentation (6 months), (4) visit readiness (2 months), and (5) visit follow-up (16 months). The authors explain the key activities associated with each phase.The SBU SOM internal leadership team designed new LCME-driven educational performance reports to identify challenging aspects of the educational program (e.g., timeliness of grades submitted, midcourse feedback completeness, clerkship grading variability across affiliate sites, learning environment or student mistreatment incidents). This LCME process increased institutional awareness, identified the school's LCME vulnerabilities, organized corrective actions, engaged key stakeholders in communication, ensured leadership buy-in, and monitored successes. The authors' strategies for success included establishing a strong internal LCME leadership team, proactively setting deadlines for all phases of the LCME process, assessing and communicating vulnerabilities and action plans, building multidisciplinary working groups, leveraging information technology, educating key stakeholders through meetings, retreats, and consultants, and conducting a mock site visit. The urgency associated with an impending high-stakes LCME site visit can facilitate positive, local, educational program quality improvement.

Development of a change management system

Science.gov (United States)

Parks, Cathy Bonifas

1993-01-01

The complexity and interdependence of software on a computer system can create a situation where a solution to one problem causes failures in dependent software. In the computer industry, software problems arise and are often solved with 'quick and dirty' solutions. But in implementing these solutions, documentation about the solution or user notification of changes is often overlooked, and new problems are frequently introduced because of insufficient review or testing. These problems increase when numerous heterogeneous systems are involved. Because of this situation, a change management system plays an integral part in the maintenance of any multisystem computing environment. At the NASA Ames Advanced Computational Facility (ACF), the Online Change Management System (OCMS) was designed and developed to manage the changes being applied to its multivendor computing environment. This paper documents the research, design, and modifications that went into the development of this change management system (CMS).

UNDERSTANDING THAI CULTURE AND ITS IMPACT ON REQUIREMENTS ENGINEERING PROCESS MANAGEMENT DURING INFORMATION SYSTEMS DEVELOPMENT

Directory of Open Access Journals (Sweden)

Theerasak Thanasankit

2002-01-01

Full Text Available This paper explores the impact of Thai culture on managing the decision making process in requirements engineering and contribution a better understand of its influence on the management of requirements engineering process. The paper illustrates the interaction of technology and culture and shows that rather than technology changing culture, culture can change the way technology is used. Thai culture is naturally inherent in Thai daily life and Thais bring that into their work practices. The concepts of power and uncertainty in Thai culture contribute toward hierarchical forms of communication and decision making process in Thailand, especially during requirements engineering, where information systems requirements need to be established for further development. The research shows that the decision making process in Thailand tends to take a much longer time, as every stage during requirements engineering needs to be reported to management for final decisions. The tall structure of Thai organisations also contributes to a bureaucratic, elongated decision-making process during information systems development. Understanding the influence of Thai culture on requirements engineering and information systems development will assist multinational information systems consulting organisations to select, adapt, better manage, or change requirements engineering process and information systems developments methodologies to work best with Thai organisations.

Dissociated neural processing for decisions in managers and non-managers.

Directory of Open Access Journals (Sweden)

Svenja Caspers

Full Text Available Functional neuroimaging studies of decision-making so far mainly focused on decisions under uncertainty or negotiation with other persons. Dual process theory assumes that, in such situations, decision making relies on either a rapid intuitive, automated or a slower rational processing system. However, it still remains elusive how personality factors or professional requirements might modulate the decision process and the underlying neural mechanisms. Since decision making is a key task of managers, we hypothesized that managers, facing higher pressure for frequent and rapid decisions than non-managers, prefer the heuristic, automated decision strategy in contrast to non-managers. Such different strategies may, in turn, rely on different neural systems. We tested managers and non-managers in a functional magnetic resonance imaging study using a forced-choice paradigm on word-pairs. Managers showed subcortical activation in the head of the caudate nucleus, and reduced hemodynamic response within the cortex. In contrast, non-managers revealed the opposite pattern. With the head of the caudate nucleus being an initiating component for process automation, these results supported the initial hypothesis, hinting at automation during decisions in managers. More generally, the findings reveal how different professional requirements might modulate cognitive decision processing.

OPPORTUNITY TO REDUCE RESISTANCE TO CHANGE IN A PROCESS OF ORGANIZATIONAL CHANGE

Directory of Open Access Journals (Sweden)

Prediscan Mariana

2011-12-01

Full Text Available This paper aims to present the research results conducted on several models of organizational change regarding the identification of the appropriate moment in which the managers interest should turn towards the reduction of the employees resistance to change. More specifically, we intend to identify when is the best moment to reduce the resistance to change, depending on the change we want to achieve. After more research of organizational change models, we have reached the following conclusions: -not all models of organizational change present reducing resistance to change as a necessary stage; -the place of this phase in the models of organizational change is not considered to be the same; -some models of organizational change recommend indirectly reducing employee resistance to change by indicating the use of some methods, techniques, processes that would lead to this result. Here we include mainly: communication, training, positive motivation of employees; -we recommended that the place of this stage should vary depending on the desired change to achieve; -in strategic changes, which are extremely important for an organization and which affect a large number of employees, we recommend that the reduction of the employee resistance to change be achieved before passing to the implementation of the plan developed to implement the change; -in imposed changes, in conditions of crisis when we have no time available to plan the change, immediately after it had been implemented it is necessary to conduct effective actions meant to ensure, even if the change has been made, the reduction of the resistance to change of the affected employees -to achieve time savings in the process of organizational change, we recommend that after having obtained a certain attachment of some employees to change, the implementation of the methods, of the techniques that would increase their commitment to continue to be developed in parallel with the implementation of the

Making work flow: on the application of Petri nets to business process management

NARCIS (Netherlands)

Aalst, van der W.M.P.; Esparza, J.; Lakos, C.

2002-01-01

Information technology has changed business processes within and between enterprises. More and more work processes are being conducted under the supervision of information systems that are driven by process models. Examples are workflow management systems such as Staffware, enterprise resource

Considerations in change management related to technology.

Science.gov (United States)

Luo, John S; Hilty, Donald M; Worley, Linda L; Yager, Joel

2006-01-01

The authors describe the complexity of social processes for implementing technological change. Once a new technology is available, information about its availability and benefits must be made available to the community of users, with opportunities to try the innovations and find them worthwhile, despite organizational resistances. The authors reviewed the literature from psychiatry, psychology, sociology, business, and technology to distill common denominators for success and failure related to implementing technology. Beneficial technological innovations that are simple to use and obviously save everyone time and effort are easy to inaugurate. However, innovations that primarily serve management rather than subordinates or front-line utilizers may fail, despite considerable institutional effort. This article reviews and outlines several of the more prominent theoretical models governing successful institutional change. Successful implementation of difficult technological changes requires visionary leadership that has carefully considered the benefits, consulted with influence leaders at all organizational levels to spot unintended consequences and sources of resistance, and developed a detailed plan and continuous quality assurance process to foster implementation over time.

Managing change in performance measures – An inter-company case study approach

Directory of Open Access Journals (Sweden)

Salloum, M.

2012-01-01

Full Text Available The field of performance measurement and management (PMM is well filled with frameworks, models and guidelines addressing what to measure and how to design a performance measurement system (PMS. However, what has been less examined so far is how to ensure that PM evolve in tandem with their environments. Further, the few approaches available today are prescriptive and outlines how or what practitioners should do in order to manage change in their PM. Thus, a gap exists in understanding how organisations manage change in their PM in practice. Thus, the purpose of this paper is to outline and compare the approaches of three case companies for managing PM change. In order to fulfil the purpose of the paper, the data presented has been collected through the deployment of case studies. The choice of case studies as means for data collection stems from the possibility of an in-depth and holistic examination of the formulated phenomenon. All three case companies belong to the same company-group that operates within the transportation industry. The industrial footprint of the company is global with operations and sales spread out over the world. The findings suggest that all three companies have processes in place for managing change in PM. However, the approaches differ in design and context. Even though the case companies had different approaches in place to manage change in PM, they shared several commonalities. Commonalities were shared in the way of execution, process input and challenges in IT and culture. Furthermore, employee involvement seemed to be the biggest challenge for all three companies. The findings put forward in this paper are limited as they are confined to three companies from the same company-group. More studies, both from within and outside the company-group, are needed in order to establish a solid base of empirical data for generalisation. However, this paper makes a contribution both through describing how three companies

Sample and data management process description

International Nuclear Information System (INIS)

Kessner, J.H.

2000-01-01

The sample and data management process was initiated in 1994 as a result of a process improvement workshop. The purpose of the workshop was to develop a sample and data management process that would reduce cycle time and costs, simplify systems and procedures, and improve customer satisfaction for sampling, analytical services, and data management activities

Higher Education Change and Its Managers: Alternative Constructions

Science.gov (United States)

Hotho, Sabine

2013-01-01

This article is based on a case study conducted in the context of UK higher education change. The article argues that "change" is a construct created in discourses of change policy and change management, and resulting in reductivist change management discourses which may impede rather than facilitate effective change management in the…

Successful business process management what you need to know to get results

CERN Document Server

Berman, Paula

2014-01-01

Companies--especially more complex organizations--require standard, documented processes and procedures to achieve high levels of quality and productivity. Too few, and inefficiency ensues; too many, and creativity is stifled. Yet it can be difficult to find training on process improvement--and the range of complicated tools available could make even the most experienced professional's head spin. Successful Business Process Management fills the gap, providing a succinct, accessible overview of the field. Step-by-step instructions explain how to: Overcome resistance and apathy to standard procedures Take a systematic rather than ad hoc approach to process management Design key processes and capture them in documented procedures Revise existing processes when feasible Roll out the changes so people know what to do Embed them in the organization for reliable outcomes Process management serves as a structural framework for streamlining activities and creating smooth workflows. Get it right--neither overly rigid n...

Integrating risk management into the baselining process

International Nuclear Information System (INIS)

Jennett, N.; Tonkinson, A.

1994-01-01

These processes work together in building the project (comprised of the technical, schedule, and cost baselines) against which performance is measured and changes to the scope, schedule and cost of a project are managed and controlled. Risk analysis is often performed as the final element of the scheduling or estimating processes, a precursor to establishing cost and schedule contingency. However, best business practices dictate that information that may be crucial to the success of a project be analyzed and incorporated into project planning as soon as it is available and usable. The purpose or risk management is not to eliminate risk. Neither is it intended to suggest wholesale re-estimating and re-scheduling of a project. Rather, the intent is to make provisions to reduce and control the schedule and/or cost ramifications of risk by anticipating events and conditions that cannot be reliably planned for and which have the potential to negatively impact accomplishment of the technical objectives and requirements of the project

Internal change agents' view of the management of change problem

NARCIS (Netherlands)

Saka, A

2003-01-01

The vital importance of change management in today's competitive climate has been widely investigated. While the need for successful change management is intensively proclaimed by "expert" consultants, the response for some time has been regarded as falling short of what is required The heavy

Organizational change in quality management aspects: a quantitative proposal for classification

Directory of Open Access Journals (Sweden)

André Tavares de Aquino

Full Text Available Abstract Periodically, organizations need to change the quality management aspects of processes and products in order to suit the demands of their internal and external (consumer and competitor market environments. In the context of the present study, quality management changes involve tools, programs, methods, standards and procedures that can be applied. The purpose of this study is to help senior management to identify types of change and, consequently, determine how it should be correctly conducted within an organization. The methodology involves a classification model, with multicriteria support, and three organizational change ratings were adopted (the extremes, type I and type II, as confirmed in the literature, and the intermediary, proposed herein. The multicriteria method used was ELECTRE TRI and the model was applied to two companies of the Textile Local Productive Arrangement in Pernambuco, Brazil. The results are interesting and show the consistency and coherence of the proposed classification model.

Stakeholder views of management and decision support tools to integrate climate change into Great Lakes Lake Whitefish management

Science.gov (United States)

Lynch, Abigail J.; Taylor, William W.; McCright, Aaron M.

2016-01-01

Decision support tools can aid decision making by systematically incorporating information, accounting for uncertainties, and facilitating evaluation between alternatives. Without user buy-in, however, decision support tools can fail to influence decision-making processes. We surveyed fishery researchers, managers, and fishers affiliated with the Lake Whitefish Coregonus clupeaformis fishery in the 1836 Treaty Waters of Lakes Huron, Michigan, and Superior to assess opinions of current and future management needs to identify barriers to, and opportunities for, developing a decision support tool based on Lake Whitefish recruitment projections with climate change. Approximately 64% of 39 respondents were satisfied with current management, and nearly 85% agreed that science was well integrated into management programs. Though decision support tools can facilitate science integration into management, respondents suggest that they face significant implementation barriers, including lack of political will to change management and perceived uncertainty in decision support outputs. Recommendations from this survey can inform development of decision support tools for fishery management in the Great Lakes and other regions.

Concepts of sustainability, motivations for pest management approaches, and implications for communicating change

Science.gov (United States)

Effective communication with farmers is an essential component of impacting their decision processes and encouraging changes in pest management practices, but requires a system of research and extension management that differs from that to which most biological scientists are accustomed. We present...

Operationalizing resilience for adaptive coral reef management under global environmental change.

Science.gov (United States)

Anthony, Kenneth R N; Marshall, Paul A; Abdulla, Ameer; Beeden, Roger; Bergh, Chris; Black, Ryan; Eakin, C Mark; Game, Edward T; Gooch, Margaret; Graham, Nicholas A J; Green, Alison; Heron, Scott F; van Hooidonk, Ruben; Knowland, Cheryl; Mangubhai, Sangeeta; Marshall, Nadine; Maynard, Jeffrey A; McGinnity, Peter; McLeod, Elizabeth; Mumby, Peter J; Nyström, Magnus; Obura, David; Oliver, Jamie; Possingham, Hugh P; Pressey, Robert L; Rowlands, Gwilym P; Tamelander, Jerker; Wachenfeld, David; Wear, Stephanie

2015-01-01

Cumulative pressures from global climate and ocean change combined with multiple regional and local-scale stressors pose fundamental challenges to coral reef managers worldwide. Understanding how cumulative stressors affect coral reef vulnerability is critical for successful reef conservation now and in the future. In this review, we present the case that strategically managing for increased ecological resilience (capacity for stress resistance and recovery) can reduce coral reef vulnerability (risk of net decline) up to a point. Specifically, we propose an operational framework for identifying effective management levers to enhance resilience and support management decisions that reduce reef vulnerability. Building on a system understanding of biological and ecological processes that drive resilience of coral reefs in different environmental and socio-economic settings, we present an Adaptive Resilience-Based management (ARBM) framework and suggest a set of guidelines for how and where resilience can be enhanced via management interventions. We argue that press-type stressors (pollution, sedimentation, overfishing, ocean warming and acidification) are key threats to coral reef resilience by affecting processes underpinning resistance and recovery, while pulse-type (acute) stressors (e.g. storms, bleaching events, crown-of-thorns starfish outbreaks) increase the demand for resilience. We apply the framework to a set of example problems for Caribbean and Indo-Pacific reefs. A combined strategy of active risk reduction and resilience support is needed, informed by key management objectives, knowledge of reef ecosystem processes and consideration of environmental and social drivers. As climate change and ocean acidification erode the resilience and increase the vulnerability of coral reefs globally, successful adaptive management of coral reefs will become increasingly difficult. Given limited resources, on-the-ground solutions are likely to focus increasingly on

Business process quality management

NARCIS (Netherlands)

Reijers, H.A.; Mendling, J.; Recker, J.; Brocke, vom J.; Rosemann, M.

2010-01-01

Abstract Process modeling is a central element in any approach to Business Process Management (BPM). However, what hinders both practitioners and aca demics is the lack of support for assessing the quality of process models — let alone realizing high quality process models. Existing frameworks are

Managing Process Variants in the Process Life Cycle

NARCIS (Netherlands)

Hallerbach, A.; Bauer, Th.; Reichert, M.U.

2007-01-01

When designing process-aware information systems, often variants of the same process have to be specified. Each variant then constitutes an adjustment of a particular process to specific requirements building the process context. Current Business Process Management (BPM) tools do not adequately

Issues Management Process Course # 38401

Energy Technology Data Exchange (ETDEWEB)

Binion, Ula Marie [Los Alamos National Lab. (LANL), Los Alamos, NM (United States)

2018-02-01

The purpose of this training it to advise Issues Management Coordinators (IMCs) on the revised Contractor Assurance System (CAS) Issues Management (IM) process. Terminal Objectives: Understand the Laboratory’s IM process; Understand your role in the Laboratory’s IM process. Learning Objectives: Describe the IM process within the context of the CAS; Describe the importance of implementing an institutional IM process at LANL; Describe the process flow for the Laboratory’s IM process; Apply the definition of an issue; Use available resources to determine initial screening risk levels for issues; Describe the required major process steps for each risk level; Describe the personnel responsibilities for IM process implementation; Access available resources to support IM process implementation.

Managing complex industrial change through projects

OpenAIRE

Perotti , Clément; Minel , Stéphanie; Benoit , Roussel; Jean , Renaud

2010-01-01

International audience; This paper proposes some elements showing that project is an appropriate way to manage organizational change, and that an individual change occurs during these phases. We suggest that project team should manage individual change in the framework of project for three main reasons. First, being at the crossroad of strategic and operational levels, project team is in the right position in organisation to "translate" organizational change to individuals, and vice-versa. Se...

Changes in the cardiac rehabilitation workflow process needed for the implementation of a self-management system

NARCIS (Netherlands)

Wiggers, Anne-Marieke; Vosbergen, Sandra; Kraaijenhagen, Roderik; Jaspers, Monique; Peek, Niels

2013-01-01

E-health interventions are of a growing importance for self-management of chronic conditions. This study aimed to describe the process adaptions that are needed in cardiac rehabilitation (CR) to implement a self-management system, called MyCARDSS. We created a generic workflow model based on

Changing perspectives in urban park management

DEFF Research Database (Denmark)

Chan, Chung-shing; Marafa, Lawal M.; Konijnendijk, Cecil Cornelis

2015-01-01

managers in Hong Kong have encountered different challenges over time, and the quest for changing park managerial strategies. In 2004, a set of indicators for urban park management in Hong Kong was produced as part of a Master's research. Local park managers were asked about their views on the respective......Urban parks provide numerous benefits to our society. In densely populated metropolises such as Hong Kong, urban parks are in high demand. A variety of indicators can be used as tools for improving park planning and management. Facing a dynamic society and increasing user expectations, urban park...... importance and performance (I–P) of the indicators. In 2012, a follow-up questionnaire survey was conducted with the managers to study if their views regarding these indicators and their performance had changed. Results from the 2004 and 2012 surveys revealed changing perceptions regarding both I...

Experiential Workshop with Educational Leadership Doctoral Students: Managing Affective Reactions to Organizational Change

Science.gov (United States)

Falls, Leigh; Jara, Teresa; Sever, Tim

2009-01-01

Managing change processes, resistance to change, and organizational members' emotional reactions to change are crucial skills for future educational leaders to learn. Our case study is based on a workshop conducted using two experiential exercises to facilitate current educational leadership doctoral students' reflections on their own reactions to…

Planning and management of change

International Nuclear Information System (INIS)

Nelson, R.M. Jr.; Statton, C.T.; St. Clair, R.K.

1994-01-01

The 1990s promise to be a decade of change. In business, the focus will be on restructuring for purposes of improved productivity and efficiency. The Department of Energy (DOE) has recognized that change is on the horizon. The Yucca Mountain Project, carried out under the Office of Civilian Radioactive Waste Management (OCRWM) within the DOE is under new leadership. This new leadership is restructuring its operations to provide better focus, greater efficiency, meaningful products demonstrating progress and a more open operational environment. Criticisms of past operations have been reviewed and evaluated such that the new management organization derives benefit from the past. In recognition that management concerns may be manifested in other areas, Yucca Mountain Project management believes that reorganization is necessary to maximize efficiency. In designing the new organization, a high priority has been placed upon making changes which enable the federal leadership to exercise appropriate control and make participants more responsible and accountable for their work. Transition to the new organization will be implemented in four phases: (1) establishing the management construct, (2) defining roles and responsibilities of functional management, (3) development of the task performance teams, and (4) subsequent evolution of the open-quotes project teamclose quotes as a whole. A program-wide strategic plan is being prepared which includes a variety of revisions to the program of the past. This plan charts the path the Department will follow in fulfilling its mission. The vision of the new management developed by the DOE focuses on the creation of open-quotes teams,close quotes both a management team and task performance teams. The new management team will be tasked with implementing the plan

Sustainable cost reduction by lean management in metallurgical processes

Directory of Open Access Journals (Sweden)

A. V. Todorut

2016-10-01

Full Text Available This paper focuses on the need for sustainable cost reduction in the metallurgical industry by applying Lean Management (LM tools and concepts in metallurgical production processes leading to increased competitiveness of corporations in a global market. The paper highlights that Lean Management is a novel way of thinking, adapting to change, reducing waste and continuous improvement, leading to sustainable development of companies in the metallurgical industry. The authors outline the main Lean Management instruments based on recent scientific research and include a comparative analysis of other tools, such as Sort, Straighten, Shine, Standardize, Sustain (5S, Visual Management (VM, Kaizen, Total Productive Maintenance (TPM, Single-Minute Exchange of Dies (SMED, leading to a critical appraisal of their application in the metallurgical industry.

Managing Mandated Educational Change

Science.gov (United States)

Clement, Jennifer

2014-01-01

This paper explores teachers' perspectives on the management of mandated educational change in order to understand how it may be managed more effectively. A case study of teachers' responses to the introduction of a quality teaching initiative in two New South Wales schools found that while some teachers described the strong negative impact of…

Understanding interaction effects of climate change and fire management on bird distributions through combined process and habitat models

Science.gov (United States)

White, Joseph D.; Gutzwiller, Kevin J.; Barrow, Wylie C.; Johnson-Randall, Lori; Zygo, Lisa; Swint, Pamela

2011-01-01

Avian conservation efforts must account for changes in vegetation composition and structure associated with climate change. We modeled vegetation change and the probability of occurrence of birds to project changes in winter bird distributions associated with climate change and fire management in the northern Chihuahuan Desert (southwestern U.S.A.). We simulated vegetation change in a process-based model (Landscape and Fire Simulator) in which anticipated climate change was associated with doubling of current atmospheric carbon dioxide over the next 50 years. We estimated the relative probability of bird occurrence on the basis of statistical models derived from field observations of birds and data on vegetation type, topography, and roads. We selected 3 focal species, Scaled Quail (Callipepla squamata), Loggerhead Shrike (Lanius ludovicianus), and Rock Wren (Salpinctes obsoletus), that had a range of probabilities of occurrence for our study area. Our simulations projected increases in relative probability of bird occurrence in shrubland and decreases in grassland and Yucca spp. and ocotillo (Fouquieria splendens) vegetation. Generally, the relative probability of occurrence of all 3 species was highest in shrubland because leaf-area index values were lower in shrubland. This high probability of occurrence likely is related to the species' use of open vegetation for foraging. Fire suppression had little effect on projected vegetation composition because as climate changed there was less fuel and burned area. Our results show that if future water limits on plant type are considered, models that incorporate spatial data may suggest how and where different species of birds may respond to vegetation changes.

On Managing Cultural Integration and Cultural Change Processes in Mergers and Acquisitions

NARCIS (Netherlands)

Bijlsma-Frankema, K.M.

2001-01-01

This article discusses success factors of cultural integration and cultural change processes in mergers and acquisitions. The focus of the project is on the effects of frictions between structure and cultures, and frictions between different cultures, on the functioning of the organisation. The

Implementing process safety management in gas processing operations

International Nuclear Information System (INIS)

Rodman, D.L.

1992-01-01

The Occupational Safety and Health Administration (OSHA) standard entitled Process Safety Management of Highly Hazardous Chemicals; Explosives and Blasting Agents was finalized February 24, 1992. The purpose of the standard is to prevent or minimize consequences of catastrophic releases of toxic, flammable, or explosive chemicals. OSHA believes that its rule will accomplish this goal by requiring a comprehensive management program that integrates technologies, procedures, and management practices. Gas Processors Association (GPA) member companies are significantly impacted by this major standard, the requirements of which are extensive and complex. The purpose of this paper is to review the requirements of the standard and to discuss the elements to consider in developing and implementing a viable long term Process Safety Management Program

How to Take HRMS Process Management to the Next Level with Workflow Business Event System

Science.gov (United States)

Rajeshuni, Sarala; Yagubian, Aram; Kunamaneni, Krishna

2006-01-01

Oracle Workflow with the Business Event System offers a complete process management solution for enterprises to manage business processes cost-effectively. Using Workflow event messaging, event subscriptions, AQ Servlet and advanced queuing technologies, this presentation will demonstrate the step-by-step design and implementation of system solutions in order to integrate two dissimilar systems and establish communication remotely. As a case study, the presentation walks you through the process of propagating organization name changes in other applications that originated from the HRMS module without changing applications code. The solution can be applied to your particular business cases for streamlining or modifying business processes across Oracle and non-Oracle applications.

Fair process: managing in the knowledge economy.

Science.gov (United States)

Kim, W C; Mauborgne, R

1997-01-01

Unlike the traditional factors of production--land, labor, and capital--knowledge is a resource that can't be forced out of people. But creating and sharing knowledge is essential to fostering innovation, the key challenge of the knowledge-based economy. To create a climate in which employees volunteer their creativity and expertise, managers need to look beyond the traditional tools at their disposal. They need to build trust. The authors have studied the links between trust, idea sharing, and corporate performance for more than a decade. They have explored the question of why managers of local subsidiaries so often fail to share information with executives at headquarters. They have studied the dynamics of idea sharing in product development teams, joint ventures, supplier partnerships, and corporate transformations. They offer an explanation for why people resist change even when it would benefit them directly. In every case, the decisive factor was what the authors call fair process--fairness in the way a company makes and executes decisions. The elements of fair process are simple: Engage people's input in decisions that directly affect them. Explain why decisions are made the way they are. Make clear what will be expected of employees after the changes are made. Fair process may sound like a soft issue, but it is crucial to building trust and unlocking ideas. Without it, people are apt to withhold their full cooperation and their creativity. The results are costly: ideas that never see daylight and initiatives that are never seized.

BUSINESS PROCESS MANAGEMENT SYSTEMS TECHNOLOGY COMPONENTS ANALYSIS

Directory of Open Access Journals (Sweden)

Andrea Giovanni Spelta

2007-05-01

Full Text Available The information technology that supports the implementation of the business process management appproach is called Business Process Management System (BPMS. The main components of the BPMS solution framework are process definition repository, process instances repository, transaction manager, conectors framework, process engine and middleware. In this paper we define and characterize the role and importance of the components of BPMS's framework. The research method adopted was the case study, through the analysis of the implementation of the BPMS solution in an insurance company called Chubb do Brasil. In the case study, the process "Manage Coinsured Events"" is described and characterized, as well as the components of the BPMS solution adopted and implemented by Chubb do Brasil for managing this process.

Change-management. From commercial power operation to post power operation and decommissioning; Change-Management. Vom Leistungsbetrieb ueber den Nachbetrieb zum Rueckbau. T. 1. Stilllegung und Rueckbau von Reaktoren und Anlagen im Brennstoffkreislauf durch AREVA

Energy Technology Data Exchange (ETDEWEB)

Wasinger, Karl [AREVA GmbH, Offenbach am Main (Germany)

2015-02-15

Transition from power generation to decommissioning challenges utilities. Power generation is mainly characterized by a stable working environment and constant workload, decommissioning and dismantling, however, by transformation and change. Also, changing requirements for the workforce's skills challenge the organization and its senior management. Ensuring effective and efficient performance, while maintaining motivation of staff, requires adjustment of management processes as well as of operational organization and human resources management. AREVA has more than 20 years of experience in decommissioning of own nuclear fuel cycle plants in France, as well as of other large plants and power reactors in Germany, the United Kingdom and the US. Therefore, the group has developed and successfully implemented integrated change management processes. The implementation of well-established and proven methods, developed by the productive industry and adjusted to the nuclear regulatory requirements, significantly improves the performance and efficiency of means and methods in use. The AREVA Performance Improvement Process defines concrete approaches to identify and improve potential deficits of productivity in six main areas (decommissioning scenarios and stra-tegies, waste treatment and logistics, operations management, supply chain, regulatory monitoring and controls as well as dismantling operation). Nuclear plant and facility owners around the world benefit from AREVA experts well experienced in execution of large and complex decommissioning projects.

Lifestyle change in type 2 diabetes a process model.

Science.gov (United States)

Whittemore, Robin; Chase, Susan K; Mandle, Carol Lynn; Roy, Callista

2002-01-01

Integration is an emerging concept in the study of self-management and chronic illness, yet this process and how it occurs is not well understood. This investigation, part of a triangulated study, focused on the experience of integrating type 2 diabetes treatment recommendations into an existing lifestyle while participating in a nurse-coaching intervention. An interpretive method elicited data from nurse-coaching sessions (4), field notes, and an interview in 9 women with type 2 diabetes. The process of data reduction and analysis (Miles & Huberman, 1994) was used to interpret data. The core process of integrating lifestyle change in type 2 diabetes was multifaceted and complex. Challenges to the process of integrating lifestyle change included reconciling emotions, composing a structure, striving for satisfaction, exploring self and conflicts, discovering balance, and developing a new cadence to life. These challenges required acknowledgment in order for participants to progress toward integration. Balance was an integral component to the experience of integration, between structure and flexibility, fear and hope, conflict and acceptance, diabetes and life. Conceptualizations identified with this investigation extend understanding of theories of integration and lifestyle change and invite the development and testing of nursing interventions.

NEC3 - Managing change - 16380

International Nuclear Information System (INIS)

Wilsoncroft, Charles

2009-01-01

The Office of Government Commerce (OGC) has endorsed the use of NEC for all public sector contracts. The reason being is that it stimulates effective project management and enables the parties to manage risk and change more efficiently, which in turn serves to mitigate the cost and time effects of any risk event should it arise under the contract. In essence it facilitates a more collaborative working culture between the parties. The NEC3 contract is gaining in popularity and has been adopted for use in the decommissioning of nuclear power stations and the London Olympics, it also recently received support in the Tenth Special Report on Construction Matters by the House of Commons. It has strict time limits for the notification of compensation events as set out in the core clause 61.3 whereby the Contractor's contract administration team needs to notify the project manager within an eight week period of becoming aware of the event. The contract also provides for an early warning procedure whereby the Contractor and the project manager will cooperate and pro-actively discuss how issues can be overcome in a collaborative manner. This NEC3 contract requires both the Contractor and the Employer to act positively and is welcomed as a possible solution to the entrenched disputes which have regularly occurred on major energy projects and if properly administered will hopefully result in an earlier and less fraught final account settlement process for both parties. (authors)

Management of Technology - a political process approach

DEFF Research Database (Denmark)

Koch, Christian

1999-01-01

Most management of technology writings fail to address enterprise developments as political processes, where visions, coalitions and emergence are central features. The paper report of a participants observation study of management of technology processes.......Most management of technology writings fail to address enterprise developments as political processes, where visions, coalitions and emergence are central features. The paper report of a participants observation study of management of technology processes....

Process management - critical safety issues with focus on risk management; Processtyrning - kritiska saekerhetsfraagor med inriktning paa riskhantering

Energy Technology Data Exchange (ETDEWEB)

Sanne, Johan M. [Linkoeping Univ. (Sweden). The Tema Inst. - Technology and Social Change

2005-12-15

Organizational changes focused on process orientation are taking place among Swedish nuclear power plants, aiming at improving the operation. The Swedish Nuclear Power Inspectorate has identified a need for increased knowledge within the area for its regulatory activities. In order to analyze what process orientation imply for nuclear power plant safety a number of questions must be asked: 1. How is safety in nuclear power production created currently? What significance does the functional organization play? 2. How can organizational forms be analysed? What consequences does quality management have for work and for the enterprise? 3. Why should nuclear power plants be process oriented? Who are the customers and what are their customer values? Which customers are expected to contribute from process orientation? 4. What can one learn from process orientation in other safety critical systems? What is the effect on those features that currently create safety? 5. Could customer values increase for one customer without decreasing for other customers? What is the relationship between economic and safety interests from an increased process orientation? The deregulation of the electricity market have caused an interest in increased economic efficiency, which is the motivation for the interest in process orientation. among other means. It is the nuclear power plants' owners and the distributors (often the same corporations) that have the strongest interest in process orientation. If the functional organization and associated practices are decomposed, the prerequisites of the risk management regime changes, perhaps deteriorating its functionality. When nuclear power operators consider the introduction of process orientation, the Nuclear Power Inspectorate should require that 1. The operators perform a risk analysis beforehand concerning the potential consequences that process orientation might convey: the analysis should contain a model specifying how safety is currently

Management of change

International Nuclear Information System (INIS)

Nelson, R.; Statton, C.T.; St. Clair, R.K.

1994-01-01

The Department of Energy has recognized that change is on the horizon. The Yucca Mountain Project is being carried out under the purview of the Office of Civilian Radioactive Waste Management (OCRWM) within the Department, OCRWM, the program and the project are under new leadership. This new leadership is restructuring its operations. This has resulted in a reorganization of the Federal management structure at the Yucca Mountain Project Office. The reorganization is designed to formalize and clarify lines of responsibility and accountability and move the Project Office towards a task oriented organization focused on the science and technology required to determine the suitability of Yucca Mountain. This Federal staffing reorganization is a precursor to the appropriate integration and clarification of the roles and responsibilities of the contractors supporting the project. A high priority has been placed upon making changes which enable the federal leadership to exercise appropriate control and make participants more responsible and accountable for their work. Transition to the new organization will be implemented in four phases: (1) establishing the management construct, (2) defining roles and responsibilities of functional management, (3) development of the task performance teams, and (4) subsequent evolution of the open-quotes project teamclose quotes as a whole. The Yucca Mountain Project is an extremely complex, multi-disciplinary project that is a first-of-a-kind. The complexity of the task has demanded a larger number of project participants that include the best of the nation's resources

Does facial processing prioritize change detection?: change blindness illustrates costs and benefits of holistic processing.

Science.gov (United States)

Wilford, Miko M; Wells, Gary L

2010-11-01

There is broad consensus among researchers both that faces are processed more holistically than other objects and that this type of processing is beneficial. We predicted that holistic processing of faces also involves a cost, namely, a diminished ability to localize change. This study (N = 150) utilized a modified change-blindness paradigm in which some trials involved a change in one feature of an image (nose, chin, mouth, hair, or eyes for faces; chimney, porch, window, roof, or door for houses), whereas other trials involved no change. People were better able to detect the occurrence of a change for faces than for houses, but were better able to localize which feature had changed for houses than for faces. Half the trials used inverted images, a manipulation that disrupts holistic processing. With inverted images, the critical interaction between image type (faces vs. houses) and task (change detection vs. change localization) disappeared. The results suggest that holistic processing reduces change-localization abilities.

Flavor changing lepton processes

International Nuclear Information System (INIS)

Kuno, Yoshitaka

2002-01-01

The flavor changing lepton processes, or in another words the lepton flavor changing processes, are described with emphasis on the updated theoretical motivations and the on-going experimental progress on a new high-intense muon source. (author)

Management of processes of electrochemical dimensional processing

Science.gov (United States)

Akhmetov, I. D.; Zakirova, A. R.; Sadykov, Z. B.

2017-09-01

In different industries a lot high-precision parts are produced from hard-processed scarce materials. Forming such details can only be acting during non-contact processing, or a minimum of effort, and doable by the use, for example, of electro-chemical processing. At the present stage of development of metal working processes are important management issues electrochemical machining and its automation. This article provides some indicators and factors of electrochemical machining process.

Committed climate change due to historical land use and management: the concept

Science.gov (United States)

Freibauer, Annette; Dolman, Han; Don, Axel; Poeplau, Christopher

2013-04-01

A significant fraction of the European land surface has changed its land use over the last 50 years. Management practices have changed in the same period in most land use systems. These changes have affected the carbon and greenhouse gas (GHG) balance of the European land surface. Land use intensity, defined here loosely as the degree to which humans interfere with the land, strongly affects GHG emissions. Land use and land management changes suggest that the variability of the carbon balance and of GHG emissions of cultivated land areas in Europe is much more driven by land use history and management than driven by climate. Importantly changes in land use and its management have implications for future GHG emissions, and therefore present a committed climate change, defined as inevitable future additional climate change induced by past human activity. It is one of the key goals of the large-scale integrating research project "GHG-Europe - Greenhouse gas management in European land use systems" to quantify the committed climate change due to legacy effects by land use and management. The project is funded by the European Commission in the 7th framework programme (Grant agreement no.: 244122). This poster will present the conceptual approach taken to reach this goal. (1) First of all we need to proof that at site, or regional level the management effects are larger than climate effects on carbon balance and GHG emissions. Observations from managed sites and regions will serve as empirical basis. Attribution experiments with models based on process understanding are run on managed sites and regions will serve to demonstrate that the observed patterns of the carbon balance and GHG emissions can only be reproduced when land use and management are included as drivers. (2) The legacy of land use changes will be quantified by combining spatially explicit time series of land use changes with response functions of carbon pools. This will allow to separate short-term and

Theoretical concepts "land management process", "land management procedure" and their relationships

Directory of Open Access Journals (Sweden)

Tretiak A.M.

2017-08-01

Full Text Available The state significance of land management activities is manifested in those legal consequences that arise after the issuance of land management documentation and are conditioned by the need to secure unsupported land rights and the use and protection of land in a state-guaranteed manner. The procedural activity of land surveyors and other persons authorized by the state to commit land management operations must be carried out in a certain order established by the state and obey the rights and obligations of the persons specified by the legislation at each stage of the development of such relations.The main goal of applying to land management organizations and land surveyors is landuse documentation, which is made in accordance with the requirements of the law and with which the relevant legal properties of the land management procedure are associated. First of all, let's dwell on such basic concepts as "land management process" and "land management procedure". Consideration of the term "land management process" implies a preliminary analysis of the category "process". At the same time, it must be admitted that the development of the procedural form of this category has not been paid attention. Considering the concept of "land management process", its place and role in the system of social relations, emphasis will be placed on the concept of a broad understanding of the legal process, the problem of which exists for decades.Thus, the legal process is a regulated by the procedural rules procedure for the activities of competent state bodies, consisting of the preparation, adoption and documentary consolidation of legal decisions of a general and individual nature. In the land law, the category "process" is specific and serves to designate relationships that provide regulatory and security land-property relationships. Particularly difficult today is the question of the delimitation of the concepts of "process" and "procedure" in general. Regarding

Changes in Journal Financial Management

Science.gov (United States)

Editorial Staff, Jce

2009-06-01

This report announces the retirement of Mary Orna from the position of Publication Manager of JCE and gives information on the Board of Publication decision to change the management of the Journal 's business and financial affairs to a new system consisting of a treasurer and a business manager, and announces the appointments to those positions.

Regulatory aspects of management of change - Summary and conclusions

International Nuclear Information System (INIS)

2002-01-01

Nuclear licensees are increasingly required to adapt to a more challenging commercial environment as moves to de-regulate electricity markets gather pace. One of the costs that is often perceived as being amenable to control is staffing, and hence there is significant exploration of new strategies for managing staffing levels. This report presents the outputs from a Workshop convened by the Special Experts' Group in Human and Organisational Factors (SEGHOF) of the Committee for the Safety of Nuclear Installations (CSNI) and organised by the UK Nuclear Installations Inspectorate (NII). The purpose of the workshop was to facilitate the exchange of views on, and approaches towards, the regulation of organisational change. The major risks associated with organisational change were discussed, and a range of regulatory challenges was identified for detailed discussion. There was agreement that the licensee must retain the responsibility to manage its own business but that organisational issues should be subject to regulatory scrutiny if they have the potential to impact on safety. The regulator should be able to demonstrate an approach to oversight of organisational change which is valid, transparent and consistent, and should inform the licensee of its expectations in terms of information supplied, communication and timing. The workshop confirmed that there is significant agreement between regulators concerning the need for licensees to put in place arrangements to manage organisational change. There was also broad consensus on what should constitute the elements of a licensee's management of change process. Differing views were evident about the balance between regulatory scrutiny of the process, as opposed to the outcomes of change, which largely represents differing regulatory regimes and philosophies. However, it was acknowledged that the regulator must be capable of taking an early view of the adequacy of proposed changes, rather than monitoring outcomes alone

THE STRATEGIC PERFORMANCE MANAGEMENT PROCESS

Directory of Open Access Journals (Sweden)

Radu Catalina

2009-05-01

Full Text Available Contemporary trends in global competition, rapid technological developments and increased use of management information systems and the Internet, developments in planning and control and management thinking, and changing demographics are putting pressures

A framework for modeling adaptive forest management and decision making under climate change

DEFF Research Database (Denmark)

Yousefpour, Rasoul; Temperli, Christian; Jacobsen, Jette Bredahl

2017-01-01

optimal for a certain climate change scenario. We describe four stylized types of decision-making processes that differ in how they (1) take into account uncertainty and new information on the state and development of the climate and (2) evaluate alternative management decisions: the “no......-change,” the “reactive,” the “trend-adaptive,” and the “forward-looking adaptive” decision-making types. Accordingly, we evaluate the experiences with alternative management strategies and recent publications on using Bayesian optimization methods that account for different simulated learning schemes based on varying......Adapting the management of forest resources to climate change involves addressing several crucial aspects to provide a valid basis for decision making. These include the knowledge and belief of decision makers, the mapping of management options for the current as well as anticipated future...

Management of change in health care organisations and human resource role

International Nuclear Information System (INIS)

Carignani, Vania

2000-01-01

The paper is focused on the analysis of the most relevant factors necessary to manage change in health care organisations. The approach suggested is the Stakeholder one. According to this approach, the hospital's managers seem to be successful if they are able to satisfy people (internal and external stakeholders) that have a stake in the health care institution. The attention of the author is mainly focused on the internal forces that make the health care sector competitive and successful. In order to motivate internal human resources to accept change and to achieve the organisational targets two main methods can be suggested. The former is based on tangible variables and in particular on a fair reward system; the latter is built on intangible elements e.g. communication, negotiation, contracting, and organisational values sharing. Moreover, in order to cope with change it is important to develop the information technology management and to reengineer delivery processes, taking into consideration both the costs and benefits of these kinds of innovations

Discourse coalitions in Swiss waste management: gridlock or winds of change?

Science.gov (United States)

Duygan, Mert; Stauffacher, Michael; Meylan, Grégoire

2018-02-01

As a complex socio-technical system, waste management is crucially important for the sustainable management of material and energy flows. Transition to better performing waste management systems requires not only determining what needs to be changed but also finding out how this change can be realized. Without understanding the political context, insights from decision support tools such as life cycle assessment (LCA) are likely to be lost in translation to decision and policy making. This study strives to provide a first insight into the political context and address the opportunities and barriers pertinent to initiating a change in Swiss waste management. For this purpose, the discourses around a major policy process are analysed to uncover the policy beliefs and preferences of actors. Discourse coalitions are delineated by referring to the Advocacy Coalition Framework (Sabatier, 1998) and using the Discourse Network Analysis (Leifeld and Haunss, 2012) method. The results display an incoherent regime (Fuenfschilling and Truffer, 2014) with divergent belief clusters on core issues in waste management. Yet, some actors holding different beliefs appear to have overlapping interests on secondary issues such as the treatment of biogenic waste or plastics. Although the current political context hinders a system-wide disruptive change, transitions can be initiated at local or regional scale by utilizing the shared interest across different discourse coalitions. Copyright © 2017 Elsevier Ltd. All rights reserved.

Supply Chain Management: from Linear Interactions to Networked Processes

Directory of Open Access Journals (Sweden)

Doina FOTACHE

2006-01-01

Full Text Available Supply Chain Management is a distinctive product, with a tremendous impact on the software applications market. SCM applications are back-end solutions intended to link suppliers, manufacturers, distributors and resellers in a production and distribution network, which allows the enterprise to track and consolidate the flows of materials and data trough the process of manufacturing and distribution of goods/services. The advent of the Web as a major means of conducting business transactions and business-tobusiness communications, coupled with evolving web-based supply chain management (SCM technology, has resulted in a transition period from “linear” supply chain models to "networked" supply chain models. The technologies to enable dynamic process changes and real time interactions between extended supply chain partners are emerging and being deployed at an accelerated pace.

Managing organizational change in nuclear organizations

International Nuclear Information System (INIS)

2014-01-01

It is widely recognized that engineering changes, if not properly considered and controlled, can have potentially major safety implications; however, organizational changes can also have potentially major safety implications. This publication is intended to assist the management of nuclear organizations in identifying, planning and implementing organizational change. The driving force for the change may be internal or external. Based on the assumption that any change made within a facility applying nuclear technology has the potential to impact safety and effectiveness, the publication provides a description of the basic principles for managing and implementing the organizational change effectively while remaining focused on safe and reliable operation. The guidance contained in the publication is relevant to all organizational changes within nuclear organizations

Perioperative leadership: managing change with insights, priorities, and tools.

Science.gov (United States)

Taylor, David L

2014-07-01

The personal leadership of the perioperative director is a critical factor in the success of any change management initiative. This article presents an approach to perioperative nursing leadership that addresses obstacles that prevent surgical departments from achieving high performance in clinical and financial outcomes. This leadership approach consists of specific insights, priorities, and tools: key insights include self-understanding of personal barriers to leadership and accuracy at understanding economic and strategic considerations related to the OR environment; key priorities include creating a customer-centered organization, focusing on process improvement, and concentrating on culture change; and key tools include using techniques (e.g., direct engagement, collaborative leadership) to align surgical organizations with leadership priorities and mitigate specific perioperative management risks. Included in this article is a leadership development plan for perioperative directors. Copyright © 2014 AORN, Inc. Published by Elsevier Inc. All rights reserved.

Change management in bank M&A

Directory of Open Access Journals (Sweden)

Kontić Ljiljana

2014-01-01

Full Text Available This paper examines the issues of change management in merger and acquisitions (M&As using the mixed method research approach. The research setting consisted of a foreign bank that operates in Serbia. The main aim of this study is to examine willingness for change in bank M&A. The qualitative data about the bank were sourced from publicly available information about the bank. The standardized questionnaire is used to assess bank's willingness for change. Based on managers structure, the representative sample of middle managers has been interviewed in this study. The research findings revealed possible practical implementation of the questionnaire in the Serbian banking sector. The results revealed that changes in bank should be led top down. The findings add to the existing literature on success factors in cross-border mergers and acquisitions. The study limitation are suggested.

A combined disease management and process modeling approach for assessing and improving care processes: a fall management case-study.

Science.gov (United States)

Askari, Marjan; Westerhof, Richard; Eslami, Saied; Medlock, Stephanie; de Rooij, Sophia E; Abu-Hanna, Ameen

2013-10-01

To propose a combined disease management and process modeling approach for evaluating and improving care processes, and demonstrate its usability and usefulness in a real-world fall management case study. We identified essential disease management related concepts and mapped them into explicit questions meant to expose areas for improvement in the respective care processes. We applied the disease management oriented questions to a process model of a comprehensive real world fall prevention and treatment program covering primary and secondary care. We relied on interviews and observations to complete the process models, which were captured in UML activity diagrams. A preliminary evaluation of the usability of our approach by gauging the experience of the modeler and an external validator was conducted, and the usefulness of the method was evaluated by gathering feedback from stakeholders at an invitational conference of 75 attendees. The process model of the fall management program was organized around the clinical tasks of case finding, risk profiling, decision making, coordination and interventions. Applying the disease management questions to the process models exposed weaknesses in the process including: absence of program ownership, under-detection of falls in primary care, and lack of efficient communication among stakeholders due to missing awareness about other stakeholders' workflow. The modelers experienced the approach as usable and the attendees of the invitational conference found the analysis results to be valid. The proposed disease management view of process modeling was usable and useful for systematically identifying areas of improvement in a fall management program. Although specifically applied to fall management, we believe our case study is characteristic of various disease management settings, suggesting the wider applicability of the approach. Copyright © 2013 Elsevier Ireland Ltd. All rights reserved.

The Link between the Process of Change and Coaching in an Organization--A Case Study

Science.gov (United States)

Jim, Josephine

2016-01-01

The aim of this case study was to highlight coaching in the process of change using a real life information technology and operational change project in an institution. It demonstrates the critical importance of coaching in change management, for successful change to occur. Any sustaining change requires ongoing coaching as an integral part of the…

The Role of the Super User in Achieving Business Process Management Maturity

Directory of Open Access Journals (Sweden)

Rizoto-Vidala-Pesoa Laila Māra

2017-12-01

Full Text Available Many process improvement initiatives and companies’ strategic projects do not have their benefits reached in its full potential for different reasons. First, there is a weak or inexistent understanding of the company’s level of Maturity in Business Process Management (BPM. Second, the organisation is not ready to deal with most “soft” aspects of process-related initiatives: change management, internalisation of new knowledge and people’s willingness to apply new solutions to everyday work. The paper presents two ways for the companies to resolve these issues. The first is a self-assessment model of BPM Maturity measurement, the model BPM 6×5 (6 by 5. The second is the concept of Super User role with an extended scope of work: it is not only support to the users of the system, but also a deep understanding of the process and knowledge management within the department.

An empirical evaluation of competency requirements for first-line managers to deal with resistance to change.

OpenAIRE

2007-01-01

The point of departure of this study is that first-line managers play a pivotal role in the facilitation of change initiatives in organisations world-wide. Resistance to change is one of the primary reasons why change interventions fail or why success is not achieved in the change process. More specific, the inability of first-line managers to deal with resistance to change has been cited as a primary cause for change projects to fail. There is no evidence that any research has been conducted...

Adapting inland fisheries management to a changing climate

Science.gov (United States)

Paukert, Craig P.; Glazer, Bob A.; Hansen, Gretchen J. A.; Irwin, Brian J.; Jacobson, Peter C.; Kershner, Jeffrey L.; Shuter, Brian J.; Whitney, James E.; Lynch, Abigail J.

2016-01-01

Natural resource decision makers are challenged to adapt management to a changing climate while balancing short-term management goals with long-term changes in aquatic systems. Adaptation will require developing resilient ecosystems and resilient management systems. Decision makers already have tools to develop or ensure resilient aquatic systems and fisheries such as managing harvest and riparian zones. Because fisheries management often interacts with multiple stakeholders, adaptation strategies involving fisheries managers and other partners focused on land use, policy, and human systems, coupled with long-term monitoring, are necessary for resilient systems. We show how agencies and organizations are adapting to a changing climate in Minnesota and Ontario lakes and Montana streams. We also present how the Florida Fish and Wildlife Commission created a management structure to develop adaptation strategies. These examples demonstrate how organizations and agencies can cope with climate change effects on fishes and fisheries through creating resilient management and ecological systems.

An Essay on Project Management in Organisational Change

DEFF Research Database (Denmark)

Ry Nielsen, Jens Carl; Ry, Morten

2003-01-01

,indicating what we are not dealing with. We prefer to make a positive delineation, emphasisingwhat we are going to take up in our essay.Positively phrased we are inspired by 3 sources that will make the foundation for our differentangles:1. Decision making theory (Enderud,1976)4. One of the authors has previously...... with successapplied decision-making theory as an approach for analysing organisation change processes5. Both authors have followed the same line in analysing organisational changes inthe Danish public sector6. That success has inspired us to re-use the distinction betweenrational, political and anarchic processes...... differentangles, although not forgetting the sources you used. The implication of this is that we are not ableor willing to make an encompassing study of the literature on project management3. We thus knowthat many angles will not be covered. Furthermore we do not intend a make a negative delineation...

RELATIONSHIP BETWEEN THE EXTENT OF IMPLEMENTATION OF THE PROCESS MANAGEMENT PRINCIPLES AND THE LEGAL FORM OF THE BUSINESS AND BUSINESS ACTIVITY

OpenAIRE

Monika Maříková; Ladislav Rolínek; Jana Kubecová; Jaroslav Vrchota

2015-01-01

Nowadays, enterprises are challenged with continuously changing environment and they have to react quickly to these changes. Process management can be a tool that greatly helps businesses in this difficult time to survive (Hora, 2010). Process Management brings a relatively new perspective on corporate governance. According to McCoy et al. (2007) enterprises which implemented rules of process management have a competitive advantage over others. The paper presents the application ...

Processes of behavior change and weight loss in a theory-based weight loss intervention program: a test of the process model for lifestyle behavior change.

Science.gov (United States)

Gillison, Fiona; Stathi, Afroditi; Reddy, Prasuna; Perry, Rachel; Taylor, Gordon; Bennett, Paul; Dunbar, James; Greaves, Colin

2015-01-16

Process evaluation is important for improving theories of behavior change and behavioral intervention methods. The present study reports on the process outcomes of a pilot test of the theoretical model (the Process Model for Lifestyle Behavior Change; PMLBC) underpinning an evidence-informed, theory-driven, group-based intervention designed to promote healthy eating and physical activity for people with high cardiovascular risk. 108 people at high risk of diabetes or heart disease were randomized to a group-based weight management intervention targeting diet and physical activity plus usual care, or to usual care. The intervention comprised nine group based sessions designed to promote motivation, social support, self-regulation and understanding of the behavior change process. Weight loss, diet, physical activity and theoretically defined mediators of change were measured pre-intervention, and after four and 12 months. The intervention resulted in significant improvements in fiber intake (M between-group difference = 5.7 g/day, p behavior change, and the predicted mechanisms of change specified in the PMBLC were largely supported. Improvements in self-efficacy and understanding of the behavior change process were associated with engagement in coping planning and self-monitoring activities, and successful dietary change at four and 12 months. While participants reported improvements in motivational and social support variables, there was no effect of these, or of the intervention overall, on physical activity. The data broadly support the theoretical model for supporting some dietary changes, but not for physical activity. Systematic intervention design allowed us to identify where improvements to the intervention may be implemented to promote change in all proposed mediators. More work is needed to explore effective mechanisms within interventions to promote physical activity behavior.

How are pharmacists in Ontario adapting to practice change? Results of a qualitative analysis using Kotter's change management model.

Science.gov (United States)

Teixeira, Beatriz; Gregory, Paul A M; Austin, Zubin

2017-01-01

The pace of practice change in community pharmacy over the past decade has been significant, yet there is little evidence documenting implementation of change in the profession. Kotter's change management model was selected as a theoretical framework for this exploratory qualitative study. Community pharmacists were interviewed using a semistructured protocol based on Kotter's model. Data were analyzed and coded using a constant-comparative iterative method aligned with the stages of change management outlined by Kotter. Twelve community pharmacists were interviewed. Three key themes emerged: 1) the profession has successfully established the urgency to, and created a climate conducive for, change; 2) the profession has been less successful in engaging and enabling the profession to actually implement change; and 3) legislative changes (for example, expansion of pharmacists' scope of practice) may have occurred prematurely, prior to other earlier stages of the change process being consolidated. As noted by most participants, allowing change is not implementing change: pharmacists reported feeling underprepared and lacking confidence to actually make change in their practices and believe that more emphasis on practical, specific implementation tactics is needed. Change management is complex and time and resource intensive. There is a need to provide personalized, detailed, context-specific implementation strategies to pharmacists to allow them to take full advantage of expanded scope of practice.

Nursing clinical practice changes to improve self-management in chronic obstructive pulmonary disease.

Science.gov (United States)

Padilha, J M; Sousa, P A F; Pereira, F M S

2018-03-01

To propose nursing clinical practice changes to improve the development of patient self-management. Chronic obstructive pulmonary disease is one of the main causes of chronic morbidity, loss of quality of life and high mortality rates. Control of the disease's progression, the preservation of autonomy in self-care and maintenance of quality of life are extremely challenging for patients to execute in their daily living. However, there is still little evidence to support nursing clinical practice changes to improve the development of self-management. A participatory action research study was performed in a medicine inpatient department and the outpatient unit of a Portuguese hospital. The sample comprised 52 nurses and 99 patients. For data collection, we used interviews, participant observation and content analysis. The main elements of nursing clinical practice that were identified as a focus for improvement measures were the healthcare model, the organization of healthcare and the documentation of a support decision-making process. The specific guidelines, the provision of material to support decision-making and the optimization of information sharing between professionals positively influenced the change process. This change improved the development of self-management skills related to the awareness of the need for 'change', hope, involvement, knowledge and abilities. The implemented changes have improved health-related behaviours and clinical outcomes. To support self-management development skills, an effective nursing clinical practice change is needed. This study has demonstrated the relevance of a portfolio of techniques and tools to help patients adopt healthy behaviours. The involvement and participation of nurses and patients in the conceptualization, implementation and evaluation of policy change are fundamental issues to improve the quality of nursing care and clinical outcomes. © 2017 International Council of Nurses.

A case study of polypharmacy management in nine European countries: Implications for change management and implementation.

Science.gov (United States)

McIntosh, Jennifer; Alonso, Albert; MacLure, Katie; Stewart, Derek; Kempen, Thomas; Mair, Alpana; Castel-Branco, Margarida; Codina, Carles; Fernandez-Llimos, Fernando; Fleming, Glenda; Gennimata, Dimitra; Gillespie, Ulrika; Harrison, Cathy; Illario, Maddalena; Junius-Walker, Ulrike; Kampolis, Christos F; Kardas, Przemyslaw; Lewek, Pawel; Malva, João; Menditto, Enrica; Scullin, Claire; Wiese, Birgitt

2018-01-01

Multimorbidity and its associated polypharmacy contribute to an increase in adverse drug events, hospitalizations, and healthcare spending. This study aimed to address: what exists regarding polypharmacy management in the European Union (EU); why programs were, or were not, developed; and, how identified initiatives were developed, implemented, and sustained. Change management principles (Kotter) and normalization process theory (NPT) informed data collection and analysis. Nine case studies were conducted in eight EU countries: Germany (Lower Saxony), Greece, Italy (Campania), Poland, Portugal, Spain (Catalonia), Sweden (Uppsala), and the United Kingdom (Northern Ireland and Scotland). The workflow included a review of country/region specific polypharmacy policies, key informant interviews with stakeholders involved in policy development and implementation and, focus groups of clinicians and managers. Data were analyzed using thematic analysis of individual cases and framework analysis across cases. Polypharmacy initiatives were identified in five regions (Catalonia, Lower Saxony, Northern Ireland, Scotland, and Uppsala) and included all care settings. There was agreement, even in cases without initiatives, that polypharmacy is a significant issue to address. Common themes regarding the development and implementation of polypharmacy management initiatives were: locally adapted solutions, organizational culture supporting innovation and teamwork, adequate workforce training, multidisciplinary teams, changes in workflow, redefinition of roles and responsibilities of professionals, policies and legislation supporting the initiative, and data management and information and communication systems to assist development and implementation. Depending on the setting, these were considered either facilitators or barriers to implementation. Within the studied EU countries, polypharmacy management was not widely addressed. These results highlight the importance of change

Changing Forest Values and Ecosystem Management

Science.gov (United States)

David N. Bengston

1994-01-01

There is substantial evidence that we are currently in a period of rapid and significant change in forest values. Some have charged that managing forests in ways that are responsive to diverse and changing forest values is the main challenge faced by public forest managers. To tackle this challenge, we need to address the following questions: (1) What is the nature of...

Modeling operation of mechanism of holistic management of technological processes at enterprise

Science.gov (United States)

Igorevich Shanin, Igor; Aleksandrovna Boris, Olga

2018-03-01

Enterprises applying modeling and technological process management approaches represent a sector of a new innovative economic system. First of all, they are innovators using innovative proposals and various resources to solve practical problems. Their work leads to balanced positive technological changes. In other words, they constitute industrial entrepreneurship with innovative goals and vice versa - innovative entrepreneurship with industrial objectives. It should be noted that the mechanism of holistic management of technological processes at the enterprise combines a traditional industrial organization of production, an innovative and technological enterprise. The enterprise borrows industrial targets from the latter one, an innovative component - from innovative activity and entrepreneurial approaches to holistic management - from a commercial firm.

Collaborative Research for Water Resource Management under Climate Change Conditions

Science.gov (United States)

Brundiers, K.; Garfin, G. M.; Gober, P.; Basile, G.; Bark, R. H.

2010-12-01

We present an ongoing project to co-produce science and policy called Collaborative Planning for Climate Change: An Integrated Approach to Water-Planning, Climate Downscaling, and Robust Decision-Making. The project responds to motivations related to dealing with sustainability challenges in research and practice: (a) state and municipal water managers seek research that addresses their planning needs; (b) the scientific literature and funding agencies call for more meaningful engagement between science and policy communities, in ways that address user needs, while advancing basic research; and (c) empirical research contributes to methods for the design and implementation of collaborative projects. To understand how climate change might impact water resources and management in the Southwest US, our project convenes local, state, and federal water management practitioners with climate-, hydrology-, policy-, and decision scientists. Three areas of research inform this collaboration: (a) the role of paleo-hydrology in water resources scenario construction; (b) the types of uncertainties that impact decision-making beyond climate and modeling uncertainty; and (c) basin-scale statistical and dynamical downscaling of climate models to generate hydrologic projections for regional water resources planning. The project engages all participants in the research process, from research design to workshops that build capacity for understanding data generation and sources of uncertainty to the discussion of water management decision contexts. A team of “science-practice translators” facilitates the collaboration between academic and professional communities. In this presentation we contextualize the challenges and opportunities of use-inspired science-policy research collaborations by contrasting the initial project design with the process of implementation. We draw from two sources to derive lessons learned: literature on collaborative research, and evaluations provided by

Discourse of transformation in organizational change management

Directory of Open Access Journals (Sweden)

Della Christiantine

2017-01-01

Full Text Available This study examines the discursive construction of ideological change and identity within the practice of organisational control in organisational change management. The focus of the study was to examine how the organisation through its large-scale reengineering process to implement organisational change initiatives appropriated discourse of transformation to effect change among its organisational members. The organisation’s focus is to change mindsets and persuade members to embrace characteristics, traits, attitudes and behaviour that are deemed to be beneficial to the organisation. Discourse of transformation is used as an object of discursive construction of reality in the construction of an ‘ideal’ member identity and ideological change. The theoretical framework for the study is informed by theories of identity and ideology in discourse, theories of power and language as articulated in the field of critical discourse analysis. The data consist of transcripts of ‘Sharing Sessions’ which were transcribed verbatim. The analytical framework for the textual analysis of identity and ideology is developed on a basis of a combination of concepts and methods namely, [1] analysis, intertextual analysis, Antaki and Widdicombe’s principles for analysing identity in talk and [2] modes of identity regulation.

Action Research’s Potential to Foster Institutional Change for Urban Water Management

Directory of Open Access Journals (Sweden)

Dimitrios Zikos

2013-04-01

Full Text Available The paper discusses the potential of action research to meet the challenges entailed in institutional design for urban water management. Our overall aim is to briefly present action research and discuss its methodological merits with regard to the challenges posed by the different conceptual bases for extrapolating the effects of institutional design on institutional change. Thus, our aim is to explore how Action Research meets the challenge of scoping the field in an open fashion for determining the appropriate mechanisms of institutional change and supporting the emerging of new water institutions. To accomplish this aim, we select the Water Framework Directive (WFD as an illustrative driving force requiring changes in water management practices and implying the need for the emergence of new institutions. We employ a case of urban water management in the Volos Metropolitan Area, part of the Thessaly region in Greece, where a Pilot River Basin Plan was implemented. By applying action research and being involved in a long process of interaction between stakeholders, we examine the emergence of new institutions dealing with urban water management under the general principles of the major driving force for change: the WFD.

Clusters Regarding Key Factors Affecting Changes in Accounting, Finance, Administration and Management Control

Directory of Open Access Journals (Sweden)

Rodica Gabriela Blidisel

2010-01-01

Full Text Available During the last decade, important changes have occurred in public governance, which has evolved in this time from hierarchical bureaucracy to participatory governance, where the role of citizens in public decision-making process is more direct. There were performed reforms in finance, management administration and finances of public sector. Starting from the factors that influenced during the history the accounting, finances, administration and management control, we want to test the factors that affect the changes of these elements in Romanian environment.

Impact of Capital and Current Costs Changes of the Incineration Process of the Medical Waste on System Management Cost

Science.gov (United States)

Jolanta Walery, Maria

2017-12-01

The article describes optimization studies aimed at analysing the impact of capital and current costs changes of medical waste incineration on the cost of the system management and its structure. The study was conducted on the example of an analysis of the system of medical waste management in the Podlaskie Province, in north-eastern Poland. The scope of operational research carried out under the optimization study was divided into two stages of optimization calculations with assumed technical and economic parameters of the system. In the first stage, the lowest cost of functioning of the analysed system was generated, whereas in the second one the influence of the input parameter of the system, i.e. capital and current costs of medical waste incineration on economic efficiency index (E) and the spatial structure of the system was determined. Optimization studies were conducted for the following cases: with a 25% increase in capital and current costs of incineration process, followed by 50%, 75% and 100% increase. As a result of the calculations, the highest cost of system operation was achieved at the level of 3143.70 PLN/t with the assumption of 100% increase in capital and current costs of incineration process. There was an increase in the economic efficiency index (E) by about 97% in relation to run 1.

Adaptive Process Management in Highly Dynamic and Pervasive Scenarios

Directory of Open Access Journals (Sweden)

Massimiliano de Leoni

2009-06-01

Full Text Available Process Management Systems (PMSs are currently more and more used as a supporting tool for cooperative processes in pervasive and highly dynamic situations, such as emergency situations, pervasive healthcare or domotics/home automation. But in all such situations, designed processes can be easily invalidated since the execution environment may change continuously due to frequent unforeseeable events. This paper aims at illustrating the theoretical framework and the concrete implementation of SmartPM, a PMS that features a set of sound and complete techniques to automatically cope with unplanned exceptions. PMS SmartPM is based on a general framework which adopts the Situation Calculus and Indigolog.

76 FR 54288 - Notice of Procedural Changes to the Performance and Registration Information Systems Management...

Science.gov (United States)

2011-08-31

... Changes to the Performance and Registration Information Systems Management (PRISM) Program AGENCY: Federal... and information received since the August 9, 2010, notice of procedural change and will allow States and other stakeholders to make necessary changes to their systems and processes pursuant to this...

A Process Management System for Networked Manufacturing

Science.gov (United States)

Liu, Tingting; Wang, Huifen; Liu, Linyan

With the development of computer, communication and network, networked manufacturing has become one of the main manufacturing paradigms in the 21st century. Under the networked manufacturing environment, there exist a large number of cooperative tasks susceptible to alterations, conflicts caused by resources and problems of cost and quality. This increases the complexity of administration. Process management is a technology used to design, enact, control, and analyze networked manufacturing processes. It supports efficient execution, effective management, conflict resolution, cost containment and quality control. In this paper we propose an integrated process management system for networked manufacturing. Requirements of process management are analyzed and architecture of the system is presented. And a process model considering process cost and quality is developed. Finally a case study is provided to explain how the system runs efficiently.

Municipal solid waste management in Tehran: Changes during the last 5 years.

Science.gov (United States)

Malmir, Tahereh; Tojo, Yasumasa

2016-05-01

The situation of waste management in Tehran was a typical example of it in developing countries. The amount of municipal solid waste has been increasing and the city has depended on landfill for municipal solid waste management. However, in recent years, various measures have been taken by the city, such as collecting recyclables at the source and increasing the capacity of waste-processing facilities. As a result, significant changes in the waste stream are starting to occur. This study investigated the nature of, and reasons for, the marked changes in the waste stream from 2008 to 2012 by analysing the municipal solid waste statistics published by the Tehran Waste Management Organization in 2013 and survey data on the physical composition of the municipal solid waste. The following trends were identified: Although the generation of municipal solid waste increased by 10% during the 5-year period, the amount of waste directly disposed of to landfill halved and resource recovery almost doubled. An increase in the capacity of a waste-processing facility contributed significantly to these changes. The biodegradable fraction going to landfill was estimated by using the quantity and the composition of each input to the landfill. The estimated result in 2012 decreased to 49% of its value in 2008. © The Author(s) 2016.

Technologies for Collaborative Business Process Management

NARCIS (Netherlands)

Sadiq, Shazia; Reichert, M.U.; Schulz, Karsten

Business process management (BPM) has become an extensive area of research with several specialized aspects. BPM is viewed from highly diverse angles ranging from a management strategy to a software system. It is widely acknowledged that process enforcement technologies hold the potential to provide

Hanford site operator changes management

International Nuclear Information System (INIS)

Anon.

1994-01-01

This article is a brief discussion of management changes at the Westinghouse Hanford Corporation. A. LeMar Trego has relieved Thomas Anderson as president of WHC. This was in response to recent shortcomings in Westinghouse's management of the environmental restoration and their failure to receive a $10M performance bonus

Merging Methods to Manage Uncertainty: Combining Simulation Modeling and Scenario Planning to Inform Resource Management Under Climate Change

Science.gov (United States)

Miller, B. W.; Schuurman, G. W.; Symstad, A.; Fisichelli, N. A.; Frid, L.

2017-12-01

Managing natural resources in this era of anthropogenic climate change is fraught with uncertainties around how ecosystems will respond to management actions and a changing climate. Scenario planning (oftentimes implemented as a qualitative, participatory exercise for exploring multiple possible futures) is a valuable tool for addressing this challenge. However, this approach may face limits in resolving responses of complex systems to altered climate and management conditions, and may not provide the scientific credibility that managers often require to support actions that depart from current practice. Quantitative information on projected climate changes and ecological responses is rapidly growing and evolving, but this information is often not at a scale or in a form that is `actionable' for resource managers. We describe a project that sought to create usable information for resource managers in the northern Great Plains by combining qualitative and quantitative methods. In particular, researchers, resource managers, and climate adaptation specialists co-produced a simulation model in conjunction with scenario planning workshops to inform natural resource management in southwest South Dakota. Scenario planning for a wide range of resources facilitated open-minded thinking about a set of divergent and challenging, yet relevant and plausible, climate scenarios and management alternatives that could be implemented in the simulation. With stakeholder input throughout the process, we built a simulation of key vegetation types, grazing, exotic plants, fire, and the effects of climate and management on rangeland productivity and composition. By simulating multiple land management jurisdictions, climate scenarios, and management alternatives, the model highlighted important tradeoffs between herd sizes and vegetation composition, and between the short- versus long-term costs of invasive species management. It also identified impactful uncertainties related to the

Evaluating Process Quality Based on Change Request Data - An Empirical Study of the Eclipse Project

Science.gov (United States)

Schackmann, Holger; Schaefer, Henning; Lichter, Horst

The information routinely collected in change request management systems contains valuable information for monitoring of the process quality. However this data is currently utilized in a very limited way. This paper presents an empirical study of the process quality in the product portfolio of the Eclipse project. It is based on a systematic approach for the evaluation of process quality characteristics using change request data. Results of the study offer insights into the development process of Eclipse. Moreover the study allows assessing applicability and limitations of the proposed approach for the evaluation of process quality.

Soil mapping and processes models to support climate change mitigation and adaptation strategies: a review

Science.gov (United States)

Muñoz-Rojas, Miriam; Pereira, Paulo; Brevik, Eric; Cerda, Artemi; Jordan, Antonio

2017-04-01

As agreed in Paris in December 2015, global average temperature is to be limited to "well below 2 °C above pre-industrial levels" and efforts will be made to "limit the temperature increase to 1.5 °C above pre-industrial levels. Thus, reducing greenhouse gas emissions (GHG) in all sectors becomes critical and appropriate sustainable land management practices need to be taken (Pereira et al., 2017). Mitigation strategies focus on reducing the rate and magnitude of climate change by reducing its causes. Complementary to mitigation, adaptation strategies aim to minimise impacts and maximize the benefits of new opportunities. The adoption of both practices will require developing system models to integrate and extrapolate anticipated climate changes such as global climate models (GCMs) and regional climate models (RCMs). Furthermore, integrating climate models driven by socio-economic scenarios in soil process models has allowed the investigation of potential changes and threats in soil characteristics and functions in future climate scenarios. One of the options with largest potential for climate change mitigation is sequestering carbon in soils. Therefore, the development of new methods and the use of existing tools for soil carbon monitoring and accounting have therefore become critical in a global change context. For example, soil C maps can help identify potential areas where management practices that promote C sequestration will be productive and guide the formulation of policies for climate change mitigation and adaptation strategies. Despite extensive efforts to compile soil information and map soil C, many uncertainties remain in the determination of soil C stocks, and the reliability of these estimates depends upon the quality and resolution of the spatial datasets used for its calculation. Thus, better estimates of soil C pools and dynamics are needed to advance understanding of the C balance and the potential of soils for climate change mitigation. Here

Maintenance culture and management of change - Intermediate report 2004

International Nuclear Information System (INIS)

Reiman, T.; Oedewald, P.; Kettunen, J.; Rollenhagen, C.; Kahlbom, U.

2005-04-01

Change management has emerged as an important topic in safety-critical organisations. A lot of knowledge on change management exists, but still lot of projects fail and the safety consequences of various changes are unclear. It seems that the problems of change management are interdisciplinary, but still solutions tend to only from one perspective (e.g. technical or personnel management). There also exists empirical evidence that change has been experienced as stressful in the nuclear power plants. The cultural perspective taken in this paper strives to combine technical approaches to human resources approaches. It raises new questions that are not usually explicitly taken into account in change management. Financial pressures, change of generation and other changes in the environment have forced many organisations to reorganise their practices (e.g. downsize, outsource, and develop team-based organisations). These changes have had an impact on the culture of the organisation (and the organisational culture has mediated these changes in the first phase). (au)

Implementation of Software Configuration Management Process by Models: Practical Experiments and Learned Lessons

Directory of Open Access Journals (Sweden)

Bartusevics Arturs

2014-12-01

Full Text Available Nowadays software configuration management process is not only dilemma which system should be used for version control or how to merge changes from one source code branch to other. There are multiple tasks such as version control, build management, deploy management, status accounting, bug tracking and many others that should be solved to support full configuration management process according to most popular quality standards. The main scope of the mentioned process is to include only valid and tested software items to final version of product and prepare a new version as soon as possible. To implement different tasks of software configuration management process, a set of different tools, scripts and utilities should be used. The current paper provides a new model-based approach to implementation of configuration management. Using different models, a new approach helps to organize existing solutions and develop new ones by a parameterized way, thus increasing reuse of solutions. The study provides a general description of new model-based conception and definitions of all models needed to implement a new approach. The second part of the paper contains an overview of criteria, practical experiments and lessons learned from using new models in software configuration management. Finally, further works are defined based on results of practical experiments and lessons learned.

Permission-based Leadership and Change Management in Hong Kong's Nongovernment Organisations

Directory of Open Access Journals (Sweden)

Wong Michael

2014-12-01

Full Text Available This study addresses the management of transformational change by chief executives in nongovernment organisations (NGOs in Hong Kong. The study takes an exploratory approach with interviews of 18 chief executives from a cross section of Hong Kong's NGOs. The findings indicate that organisational transformation is driven by increasing competition within the NGO sector and from commercial firms, by a demand for greater transparency and by internal forces. These factors are countered by structural inertia. Leadership of the organisational transformation of an NGO is permission-based; agreement from the various stakeholders must be gained to execute a successful transformation. The chief executive should have a humanistic style and be visionary, ethical and participative. Constant communication and involvement facilitate this process. Through this approach, followers will have a greater commitment to the organisational transformation. Organisational change is a combination of planned and emergent processes. The chief executive should relax control and foster a nurturing environment for transformation. This research suggests a leadership style, behavioural approach and model for managing change that will provide chief executives and senior leaders with useful considerations and insights.

Leadership processes for re-engineering changes to the health care industry.

Science.gov (United States)

Guo, Kristina L

2004-01-01

As health care organizations seek innovative ways to change financing and delivery mechanisms due to escalated health care costs and increased competition, drastic changes are being sought in the form of re-engineering. This study discusses the leader's role of re-engineering in health care. It specifically addresses the reasons for failures in re-engineering and argues that success depends on senior level leaders playing a critical role. Existing studies lack comprehensiveness in establishing models of re-engineering and management guidelines. This research focuses on integrating re-engineering and leadership processes in health care by creating a step-by-step model. Particularly, it illustrates the four Es: Examination, Establishment, Execution and Evaluation, as a comprehensive re-engineering process that combines managerial roles and activities to result in successfully changed and reengineered health care organizations.

Changing Pedagogical Means in Project Management

DEFF Research Database (Denmark)

Thorsteinsson, Uffe

1998-01-01

Presentation of two parts in a new concept for changing education in a university course in project management. First part concern running the couse as a project. Second part concern integrated use of Internet.......Presentation of two parts in a new concept for changing education in a university course in project management. First part concern running the couse as a project. Second part concern integrated use of Internet....

Trust in management, communication and organisational commitment: Factors influencing readiness for change management in organisation

Science.gov (United States)

Ahmad, Mohd Hafis; Ismail, Syuhaida; Rani, Wan Nurul Mardiah Wan Mohd; Wahab, Mohammad Hussaini

2017-10-01

Organisational change occurs when an organisation makes a transition from its current state to some desired future state in minimising employee resistance and cost to the organisation while simultaneously maximising the effectiveness of the change effort. This paper, aims at appraising the change management of organisation in Malaysia since limited research has been done to examine readiness for change by the employees in the organisation. This paper is materialising its objectives of (1) investigating the current practice of organisation and employees in the organisation towards change management and (2) assessing the factors influencing readiness of organisation and employees in the organisation towards change management. It is found via literature review that change management is a structured approach for ensuring that changes are thoroughly and smoothly implemented to transitioning individuals, teams, and organisations to a desired future state by focusing on the wider impacts of change, particularly on people, where change does not happen in isolation and it impacts the whole organisation. Furthermore, it is found that current practice of organisation and employees in the organisation towards change management involved in three main factors, namely trust in management, communication and organisational commitment; with the factor for trust in management is the positive vision for the future by management team, meanwhile for communication, it is found that there is good communication between supervisors and employees about the organisation's policy toward the changes. The factor found in organisational commitment is employees enjoying discussing about their organisation with outsiders. The findings of this paper provide a positive impact on change management planning, which ultimately help in ensuring more effective change programme implementation in the organisation in Malaysia.

Assessing the Added Value of information systems supporting facilities management business processes

DEFF Research Database (Denmark)

Ebbesen, Poul; Jensen, Per Anker

2017-01-01

Purpose: To present a method for assessing the added value of Information Systems (IS), which are implemented to support the business processes in Facilities Management (FM). Theory: The method is based on a supply chain management model of FM, general value dimensions such as efficiency...... illustrates that implementing IS includes both organisational and technological changes and demonstrates that the proposed assessment method is applicable to practice. Originality/value: This is the first paper using a supply chain management model of FM, general value dimensions, VAM and Functional...... and effectiveness and the concepts of Value Adding Management (VAM) and Functional Affordances of IS. Design/methodology/approach: From case studies of IS implementation processes in FM in different countries, a general picture of the expressed added value of IS in FM was established. Based on this insight a method...

Managing and regulating organisational change in nuclear installations

International Nuclear Information System (INIS)

Pyy, P.; Reiersen, C.

2004-01-01

To the extent that organisational change in nuclear installations can potentially impact nuclear safety, it is imperative to ensure that such change is property managed and regulated. A number of key elements can help achieve successful management of change. (author)

Managing change in the nursing handover from traditional to bedside handover – a case study from Mauritius

Directory of Open Access Journals (Sweden)

Jagoo Zaheda B

2005-01-01

Full Text Available Abstract Background The shift handover forms an important part of the communication process that takes place twice within the nurses' working day in the gynaecological ward. This paper addresses the topic of implementing a new system of bedside handover, which puts patients central to the whole process of managing care and also addresses some of the shortcomings of the traditional handover system. Methods A force field analysis in terms of the driving forces had shown that there was dissatisfaction with the traditional method of handover which had led to an increase in the number of critical incidents and complaints from patients, relatives and doctors. The restraining forces identified were a fear of accountability, lack of confidence and that this change would lead to more work. A 3 – step planned change model consisting of unfreezing, moving and refreezing was used to guide us through the change process. Resistance to change was managed by creating a climate of open communication where stakeholders were allowed to voice opinions, share concerns, insights, and ideas thereby actively participating in decision making. Results An evaluation had shown that this process was successfully implemented to the satisfaction of patients, and staff in general. Conclusion This successful change should encourage other nurses to become more proactive in identifying areas for change management in order to improve our health care system.

Managing Change: Academic Libraries as Learning Organizations

Directory of Open Access Journals (Sweden)

Sherry-Shiuan Su

2003-09-01

Full Text Available Designing libraries that can thrive in changing, chaotic environments is a continuous challenge for today’s managers. Academic libraries must now be agile, flexible, and able to adjust to the changing world. One system that can help managers in today’s environment is that of the learning organization. In these organizations, staff are encouraged to continuously learn new skills. However, for learning to be effective, the learning must result in improvements in the organization’s operations.The article will begin with the management issues of academic libraries in the changing environment, followed by the concept of learning organization; issues about leadership and learning organization, diversity and learning organization; changing technology and learning organization; and criteria for examining a learning library.[Article content in Chinese

Legitimacy gaps and processes of institutional change

DEFF Research Database (Denmark)

Rocha, Robson Silva Sø

2012-01-01

This article investigates the organizational changes triggered by the implementation of certified management systems and explores how institutionalized organizational practices change over time. The research identifies two sources, and two distinct mechanisms of change. The first source is the re......This article investigates the organizational changes triggered by the implementation of certified management systems and explores how institutionalized organizational practices change over time. The research identifies two sources, and two distinct mechanisms of change. The first source...... is the regulation imposed by the European Union, the second the demand for healthier and safer workplaces being made by subordinate actors. The two mechanisms of change identified were: leverage, in which organizational actors use exogenous sources of power to leverage their demands; and accumulation, in which...

77 FR 30517 - Electricity Subsector Cybersecurity Risk Management Process

Science.gov (United States)

2012-05-23

... DEPARTMENT OF ENERGY Electricity Subsector Cybersecurity Risk Management Process AGENCY: Office of... Electricity Subsector Cybersecurity Risk Management Process guideline. The guideline describes a risk... Management Process. The primary goal of this guideline is to describe a risk management process that is...

Air Quality Management Process Cycle

Science.gov (United States)

Air quality management are activities a regulatory authority undertakes to protect human health and the environment from the harmful effects of air pollution. The process of managing air quality can be illustrated as a cycle of inter-related elements.

Predictors of response to pain management treatment. The role of family environment and changes in cognitive processes.

Science.gov (United States)

Tota-Faucette, M E; Gil, K M; Williams, D A; Keefe, F J; Goli, V

1993-06-01

The purpose of the present study was to examine factors that influence individual differences in treatment response after multidisciplinary pain management. Pre-post assessment design. 119 chronic pain inpatients. Outcome measures included pain report from the McGill Pain Questionnaire, emotional distress from the Symptom Checklist-90 Revised, and activity discomfort from the Activity Discomfort Scale. Process measures included the Family Environment Scale, the Coping Strategies Questionnaire, and the Inventory of Negative Thoughts in Response to Pain. Results indicated that pretreatment family environment, cognitive coping strategies, and negative thinking accounted for small yet significant proportions of the variance in outcome. The proportion of variance accounted for by the changes in cognitive coping and negative thinking was somewhat higher. An increase in pain control and rational thinking was related to decreases in depression and anxiety, pain report, and activity discomfort. Decreases in negative social cognitions were related to decreased depression at posttreatment. Changes in coping strategies and negative thinking may be important mechanisms related to improvement, or lack of improvement, in a range of outcome measures. Patients from families who are controlling and disorganized, and patients high on negative thinking at pretreatment may represent high-risk groups in need of further individually tailored interventions.

A new approach in Business Process Management

OpenAIRE

Hurbean, Luminita

2008-01-01

The new wave of BPM (Business Process Management) is not Business Process Reenginering, enterprise application integration, workflow management or another packaged application – it's the synthesis and extension of all these technologies and techniques into a unified whole. This unified whole becomes a new foundation upon which the enterprise is built, an enterprise more in tune with the true nature of business processes and their management. In a competitive economy, where margins continu...

System of business-processes management at motor-transport enterprise

OpenAIRE

Коgut, Y.

2010-01-01

The place of the system of business-processes management at motor-transport enterprise in the general system of management of the enterprise has been substantiated. The subsystems of strategic management, business-processes management of strategic orientation and current activity, processes of enterprise functioning management have been marked out. The system of motor-transport enterprise business-processes management has been formed, which, unlike the existing ones, is based on the system-cy...

Climate Change Risk Management: CRE Adaptation Projects and the Risk Management Process

Science.gov (United States)

This document describes National Estuary Program partner projects that demonstrate how risk management can be successfully applied to address environmental challenges in our country’s coastal areas.

Method for Business Process Management System Selection

NARCIS (Netherlands)

Thijs van de Westelaken; Bas Terwee; Pascal Ravesteijn

2013-01-01

In recent years business process management (BPM) and specifically information systems that support the analysis, design and execution of processes (also called business process management systems (BPMS)) are getting more attention. This has lead to an increase in research on BPM and BPMS. However

Exploring the effect of at-risk case management compensation on hospital pay-for-performance outcomes: tools for change.

Science.gov (United States)

Granata, Randy L; Hamilton, Karen

2015-01-01

Acute care nurse case managers are charged with compliance oversight, managing throughput, and ensuring safe care transitions. Leveraging the roles of nurse case managers and social workers during care transitions translates into improved fiscal performance under the Affordable Care Act. This article aims to equip leaders in the field of case management with tools to facilitate the alignment of case management systems with hospital pay-for-performance measures. A quality improvement project was implemented at a hospital in south Alabama to examine the question: for acute care case managers, what is the effect of key performance indictors using an at-risk compensation model in comparison to past nonincentive models on hospital readmissions, lengths of stay, and patient satisfaction surrounding the discharge process. Inpatient acute care hospital. The implementation of an at-risk compensation model using key performance indicators, Lean Six Sigma methodology, and Creative Health Care Management's Relationship-Based Care framework demonstrated reduced length of stay, hospital readmissions, and improved patient experiences. Regulatory changes and new models of reimbursement in the acute care environment have created the perfect storm for case management leaders. Hospital fiscal performance is dependent on effective case management processes and the ability to optimize scarce resources. The quality improvement project aimed to further align case management systems and structures with hospital pay-for-performance measures. Tools for change were presented to assist leaders with the change acceleration process.

Managing Automation: A Process, Not a Project.

Science.gov (United States)

Hoffmann, Ellen

1988-01-01

Discussion of issues in management of library automation includes: (1) hardware, including systems growth and contracts; (2) software changes, vendor relations, local systems, and microcomputer software; (3) item and authority databases; (4) automation and library staff, organizational structure, and managing change; and (5) environmental issues,…

The complexity of changes in the domain of managing public expenditures

Directory of Open Access Journals (Sweden)

Dimitrijević Marina

2016-01-01

Full Text Available Public expenditures are a huge problem in contemporary states. In the conditions of a global economic crisis and the circumstances involving high level of citizen dissatisfaction related to the former methods of funding and managing the public sector (reflected in ruining the funding sources, irrational spending of public expenditure funds, increase in the budget deficit and the level of public debt, the changes in the domain of managing public expenditures have become a priority. By their nature, these changes are complex and long-lasting, and they should bring significant improvements in the field of public expenditure; they have to provide for lawful and purposeful spending of public funds. It is expected to lower the needed public incomes for financing public expenditure, to improve production and competition in the market economy, and to increase personal consumption, living standard and the quality of life of the population. Regardless of the social, economic, legal or political environment in each of state, the topical issue of reforming the management of public expenditures seems to imply a return to a somewhat neglected need for the public sector to function within its own financial possibilities. The state modernisation processes and advancement in the process of managing public expenditures call for a realistic evaluation of the existing condition and circumstances in which these processes occur, as well as the assessment of potential and actual risks that may hinder their effectiveness. Otherwise, it seems that the establishment of a significant level of responsibility in spending the budget funds and a greater transparency of public expenditure may be far-fetched goals.

Business process of reputation management of food industry enterprises

Directory of Open Access Journals (Sweden)

Derevianko Olena. H.

2014-01-01

Full Text Available The goal of the article is development of the methodical base of reputation management directed at formalisation of theoretical provisions and explanation how to organise reputation management at food industry enterprises. The article shows prospectiveness of use of the Business Process Management concept in reputation management. Using the diagram of the Reputation Management business process environment the article shows its key participants (suppliers and clients of the business process and identifies their place in formation of the enterprise reputation. It also shows that the reputation management should be considered a business process of the highest level of management. Construction of the flow structure of the Reputation Management business process allows uncovering the logic of interrelation of inlets and outlets within the framework of the specified main stages of the business process: assessment of the current state of reputation, collection of information about stakeholders, identification of PR strategy goals, planning of necessary resources, realisation of the PR strategy, assessment of efficiency and process monitoring. The article offers the flow, functional and organisational structures of the Reputation Management business process for food industry enterprises. Moreover, justification of functional and organisational structures of the Reputation Management business process gives a possibility to distribute functions of reputation management between specific executors and establish responsibility for each stage of the business process.

Listen to ISO 9001:2015 for organizational competitiveness: Correlation between change management and improvement

Directory of Open Access Journals (Sweden)

Fonseca Luis Miguel

2017-07-01

thinking for 21st-century organizations and reinforced attention to change management processes and the skills needed by the Quality/Organizational Excellence Managers professionals, for their successful use.

Knowledge management: processes and systems | Igbinovia ...

African Journals Online (AJOL)

Knowledge management: processes and systems. ... Information Impact: Journal of Information and Knowledge Management ... observation, role reversal technique, and discussion forums as well as the forms of knowledge representation to include report writing, database management system and institutional repositories.

Rationalization and sensemaking in care management: an experience of change in a hospital of the SUS (Unified Health System).

Science.gov (United States)

Azevedo, Creuza da Silva; Sá, Marilene de Castilho; Cunha, Marcela; Matta, Gustavo Correa; Miranda, Lilian; Grabois, Victor

2017-06-01

This study aimed to analyze organizational processes of change in the hospital care management by using qualitative evaluation developed in the case study. The study was developed at the Hospital Fornecedores de Cana de Piracicaba, in São Paulo State, Brazil, in September and October of 2012. There were 25 interviews with members of the senior board of directors of the hospital, managers and health professionals linked to healthcare of adults, in addition to the analysis of managerial documents and observations of some activities. In this article it is analyzed part of the results, dividing the organizational change in three axes: the planning process developed in the healthcare sectors; The protocol/creation of assisted routines in order to obtain better efficiency and safety for the patient; and the work of hospitalist physicians. The study highlights the complexity of the processes of change in the care management sphere in hospitals and the dynamism between a given management concept and its rational tools and the subjects and groups that seek, in the micropolitic and intersubjective processes, meanings to their practices.

MANAGING CHANGE: SOME THEORETICAL AND APPLICATIVE ASPECTS

Directory of Open Access Journals (Sweden)

Botezat Elena

2012-07-01

Full Text Available The strategic organizational change aims is the change of procedures and systems, organizational structures and responsibilities but especially acquiring new knowledge and skills. Significant authors (Drucker: 1999; Kotter: 1996; Buckingham n Clifton: 2001, supporters of the theory of strategic leadership show an inclination for the idea of optimal management of an organization, which depends on circumstantial factors as place and time, the individual and the context in which it acts. Many experts who studied organizational change saw as possible the future replacement of the current state, desired only after completion of specific phases, in a certain sequence. In this article we will focus our attention on the reduction phase of resistance to change. The research objectives targeted both theoretical aspects consisting in bringing to the forefront the relevant aspects related to organizational change in the current context and practical aspects related to identifying and analyzing the main elements that make it possible or on the contrary act as brakes in way of introduction and implementation of change. To achieve the research objectives, we used the method of direct observation and the questionnaire method supported by the gathering of more information from the organization's documents (Beton Construct SRL and support discussions with the employees. Data processing and analysis revealed that in the organization certain factors exist and manifest that constitute obstacles or inhibit organizational change, namely: the goal of the change is not clear, the rewards of change are not related to the effort needed to make them happen, change determines fear of failure, change is often imposed by coercion, change requires effort and commitment required for employees that think they do not have resources anymore. Summarizing the results of usage for certain methods and techniques to implement change, we can say that the actions of an authoritarian

Managing Innovation and Change for Instructional Technology.

Science.gov (United States)

Holznagel, Donald C.

1991-01-01

Introduces the term "orgware" and reviews the literature on managing technological innovation in instructional settings. Six areas of management concern are described, and advice on managing innovation and change is provided. (11 references) (GLR)

Science-based Forest Management in an Era of Climate Change

Science.gov (United States)

Swanston, C.; Janowiak, M.; Brandt, L.; Butler, P.; Handler, S.; Shannon, D.

2014-12-01

Recognizing the need to provide climate adaptation information, training, and tools to forest managers, the Forest Service joined with partners in 2009 to launch a comprehensive effort called the Climate Change Response Framework (www.forestadaptation.org). The Framework provides a structured approach to help managers integrate climate considerations into forest management plans and then implement adaptation actions on the ground. A planning tool, the Adaptation Workbook, is used in conjunction with vulnerability assessments and a diverse "menu" of adaptation approaches to generate site-specific adaptation actions that meet explicit management objectives. Additionally, a training course, designed around the Adaptation Workbook, leads management organizations through this process of designing on-the-ground adaptation tactics for their management projects. The Framework is now being actively pursued in 20 states in the Northwoods, Central Hardwoods, Central Appalachians, Mid-Atlantic, and New England. The Framework community includes over 100 science and management groups, dozens of whom have worked together to complete six ecoregional vulnerability assessments covering nearly 135 million acres. More than 75 forest and urban forest adaptation strategies and approaches were synthesized from peer-reviewed and gray literature, expert solicitation, and on-the-ground adaptation projects. These are being linked through the Adaptation Workbook process to on-the-ground adaptation tactics being planned and employed in more than 50 adaptation "demonstrations". This presentation will touch on the scientific and professional basis of the vulnerability assessments, and showcase efforts where adaptation actions are currently being implemented in forests.

The NASA Continuous Risk Management Process

Science.gov (United States)

Pokorny, Frank M.

2004-01-01

are established and monitored as tools for risk tracking. Also a trigger or threshold should be set on the metric data that indicates when an action is needed. Results of this tracking are usually evaluated and reported in a relevant format at weekly or monthly meetings. Choosing controls is the subsequent step, which involves the effects of the tracking. The three basic controls are: close, continue tracking, and re- plan. Finally communicate & document is the last step, but occurs throughout the process. It is vital that main risks, plans, changes, and progress are known by everyone in the project. A good way to keep everyone updated and inform other projects of common issues is by thoroughly documenting project risks. NASA sees value in risk management and believes that projects have greater probability or success by using the NASA Continuous Risk Management Process.

CHANGE MANAGEMENT STRATEGIES RELATED TO THE GLOBAL ENVIRONMENT COMPLEXITY

Directory of Open Access Journals (Sweden)

Elena DOVAL

2016-12-01

Full Text Available The changes in organizations appear as a reaction to the organizational environment changes. In order to manage these changes successfully, the managers need to anticipate and design alternative strategies by preparing different options.  Nevertheless, the complexity of the global environment forces the managers to adopt strategies for their organizations that are facilitating the creation of new strategic competences and competitive advantages to face the environmental rapid changes. In this context, this paper is aiming to illustrate the main directions the change management may consider to change the organization strategies in order to harmonize them to the external environment, such as: integration versus externalization, flexible specialization and flexible organization, standardization versus adaptation, market segmentation, relationship building and maintaining and communication integration.  However, the new strategies are based on a changed attitude of the managers towards the competitive advantage that is dynamic and focused on creation rather then to operations.

A change navigation-based, scenario planning process within a developing world context from an Afro-centric leadership perspective

Directory of Open Access Journals (Sweden)

Chris A. Geldenhuys

2011-02-01

Research purpose: This study aimed to investigate how scenario-based planning (a strictly cognitive management tool can be combined with organisational change navigation (a practice addressing the emotionality of change and how this integrated process should be aligned with the prerequisites imposed by a developing country context and an Afro-centric leadership perspective in order to make the process more context relevant and aligned. Motivation for the study: The integration of organisational change navigation with conventional scenario based planning, as well as the incorporation of the perquisites of a developing countries and an Afro-centric leadership perspective, will give organisations a more robust, holistic strategic management tool that will add significantly more value within a rapidly, radically and unpredictably changing world. Research design, approach and method: The adopted research approach comprised a combination of the sourcing of the latest thinking in the literature (the ‘theory’ as well as the views of seasoned practitioners of scenario planning (the ‘practice’ through an iterative research process, moving between theory and practice, back to practice and finally returning to theory in order to arrive at a validated expanded and enhanced scenario-based planning process which is both theory and practice ‘proof’. Main findings: A management tool incorporating the change navigation and the unique features of developing countries and Afro-centric leadership was formulated and empirically validated. This management tool is referred to as a change navigation based, scenario planning process (CNBSPP. Practical/managerial implications: CNBSPP is available for use by organisations wishing to apply a strategic planning tool that fits within a developing country context and an Afro-centric leadership approach. Contribution/value add: The research makes a unique contribution to the current level of knowledge by integrating two disciplines

Ecosystem-based management of coastal zones in face of climate change impacts: Challenges and inequalities.

Science.gov (United States)

Fernandino, Gerson; Elliff, Carla I; Silva, Iracema R

2018-06-01

Climate change effects have the potential of affecting both ocean and atmospheric processes. These changes pose serious threats to the millions of people that live by the coast. Thus, the objective of the present review is to discuss how climate change is altering (and will continue to alter) atmospheric and oceanic processes, what are the main implications of these alterations along the coastline, and which are the ecosystem-based management (EBM) strategies that have been proposed and applied to address these issues. While ocean warming, ocean acidification and increasing sea level have been more extensively studied, investigations on the effects of climate change to wind and wave climates are less frequent. Coastal ecosystems and their respective natural resources will respond differently according to location, environmental drivers and coastal processes. EBM strategies have mostly concentrated on improving ecosystem services, which can be used to assist in mitigating climate change effects. The main challenge for developing nations regards gaps in information and scarcity of resources. Thus, for effective management and adaptive EBM strategies to be developed worldwide, information at a local level is greatly needed. Copyright © 2018 Elsevier Ltd. All rights reserved.

[Process orientation as a tool of strategic approaches to corporate governance and integrated management systems].

Science.gov (United States)

Sens, Brigitte

2010-01-01

The concept of general process orientation as an instrument of organisation development is the core principle of quality management philosophy, i.e. the learning organisation. Accordingly, prestigious quality awards and certification systems focus on process configuration and continual improvement. In German health care organisations, particularly in hospitals, this general process orientation has not been widely implemented yet - despite enormous change dynamics and the requirements of both quality and economic efficiency of health care processes. But based on a consistent process architecture that considers key processes as well as management and support processes, the strategy of excellent health service provision including quality, safety and transparency can be realised in daily operative work. The core elements of quality (e.g., evidence-based medicine), patient safety and risk management, environmental management, health and safety at work can be embedded in daily health care processes as an integrated management system (the "all in one system" principle). Sustainable advantages and benefits for patients, staff, and the organisation will result: stable, high-quality, efficient, and indicator-based health care processes. Hospitals with their broad variety of complex health care procedures should now exploit the full potential of total process orientation. Copyright © 2010. Published by Elsevier GmbH.

41 CFR 109-1.5205 - Personal property management system changes.

Science.gov (United States)

2010-07-01

... 41 Public Contracts and Property Management 3 2010-07-01 2010-07-01 false Personal property management system changes. 109-1.5205 Section 109-1.5205 Public Contracts and Property Management Federal... Personal property management system changes. Any proposed significant change to a designated contractor's...

The Business Change Initiative: A Novel Approach to Improved Cost and Schedule Management

Science.gov (United States)

Shinn, Stephen A.; Bryson, Jonathan; Klein, Gerald; Lunz-Ruark, Val; Majerowicz, Walt; McKeever, J.; Nair, Param

2016-01-01

Goddard Space Flight Center's Flight Projects Directorate employed a Business Change Initiative (BCI) to infuse a series of activities coordinated to drive improved cost and schedule performance across Goddard's missions. This sustaining change framework provides a platform to manage and implement cost and schedule control techniques throughout the project portfolio. The BCI concluded in December 2014, deploying over 100 cost and schedule management changes including best practices, tools, methods, training, and knowledge sharing. The new business approach has driven the portfolio to improved programmatic performance. The last eight launched GSFC missions have optimized cost, schedule, and technical performance on a sustained basis to deliver on time and within budget, returning funds in many cases. While not every future mission will boast such strong performance, improved cost and schedule tools, management practices, and ongoing comprehensive evaluations of program planning and control methods to refine and implement best practices will continue to provide a framework for sustained performance. This paper will describe the tools, techniques, and processes developed during the BCI and the utilization of collaborative content management tools to disseminate project planning and control techniques to ensure continuous collaboration and optimization of cost and schedule management in the future.

The Changing Career Strategies of Managers.

Science.gov (United States)

Wilson, Tony; Davies, Goronwy

1999-01-01

Faced with reduced employment security, managers are redefining careers to include work/personal life balance. Changes in any area can cause revision of career strategies. Depending on how they define careers, managers recognize career development as an individual, not an organizational, responsibility. (SK)