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"30 September 1992." ; "CECW-L, CEMP-M, CEMP-R." ; Shipping list no.: 93-24-P. ; "Supersedes ER 5-7-1(FR), 1 Mar 91, advance copy"--P. [i]. ; Caption title. ; Includes bibliographical references (p. 1-A-1 - 1-A-5). ; v. 1. Project management policy and general procedures -- v. 2. Project management policies and procedures for the Civil Works Program -- v. 3. Project management policies and procedures for military and support for other programs -- v. 4. Project management policies and procedures for the Environmental Protection Agency (EPA) Syperfund (SF) Program -- v. 5. Project management policies and procedures for the Defense Environmental Restoration Projects (DERP) under the Defense Environmental Restoration Program, base realignment and closure and support for other customers. ; Mode of access: Internet.

Im Verlauf des letzten Jahres hat eine Hiobsbotschaft so gut wie jedes deutsche Industrieunternehmen erreicht: Ausschlaggebend für die spektakulären Erfolge japanischer Hersteller im Krieg der Triaden-Sterne USA, Europa und Japan sei - so der wesentliche Inhalt der Botschaft - ein spezifisches Organisationskonzept. Dieses organisatorische Wunderkind wurde - um den Kontrast zu tayloristischen Organisationsmodellen der Massenproduktion möglichst deutlich zu machen - auf den Namen "Lean Management" getauft. Die Geltung der Botschaft ist weder auf Japan noch auf den analysierten Automobilsektor beschränkt. So zumindest die Ansicht aller Boten der ersten Stunde, die aus Boston, konkret von MIT und Harvard, stammen. Zusammen mit der Schock-Message unterbreiten sie eine durch und durch konstruktive und zugleich attraktive Offerte: Vorständen, Geschäftsführern und Center-Leitem wird nahegelegt, ihr Raumschriff "Enterprise" auf " Lean Enterprise" umzurüsten. Nur mit einer derart getunten Raumschiffversion könne man auf die Seite der Gewinner überwechseln.

Particularly since the 11 September terrorist attacks in the USA, much attention has been given to the development and implementation of incident management systems (IMS). The IMS is a tool for marshalling pre‐identified and pre‐assembled resources to respond to an emergency or disaster. IMS is particularly useful when personnel and resources from many agencies and jurisdictions are required to manage large incidents successfully. While many IMS have been devised over the years, their use remains intermittent. This paper traces the evolution of IMS, reviews how it can be integrated into jurisdictional emergency and disaster management, and specifies the structures that are used in most incident management systems at the municipal level.

Die Autorin des vorliegenden Beitrags befaßt sich kritisch mit funktionalistisch-normativen Führungskonzepten im Management. Es gewinnen seit einiger Zeit 'normative Ansätze der Führungsforschung an Stellenwert, in denen von Führern und Geführten geteilte Werte und Normen als zentrale Kategorien der Beeinflussung von Mitarbeiterverhalten in den Mittelpunkt rücken'. Führung soll als inspirierend und mobilisierend aufgenommen werden. Zudem verbreiten sich Konzepte, in denen die Persönlichkeit der Führenden, ihr 'Charisma' im Mittelpunkt steht. Die Autorin bemerkt kritisch, daß die Gefährdung der Ich-Identität, 'die im Zuge charismatischer Prozesse als Folge der totalen Identifikation mit dem Führer zu befürchten ist', von den Verfechtern dieser Konzepte ausgeblendet wird. Aus dem Blickwinkel einer interaktionistischen Auffassung wendet sie zudem ein, daß in den Ausführungen wesentliche Grundannahmen für das Zustandekommen charismatischer Prozesse fehlen. Sie kommt zu dem Schluß, daß es 'wohl nicht zu optimistisch (ist), anzunehmen, daß Individuen in westlichen Industrienationen sich nicht im Zustand des Identitätsverfalls befinden, der eine Intervention durch 'Heilsbringer erforderlich machen würde'. (psz)

This paper discusses how the adoption of a systematic risk management framework can enhance disaster management. In the analysis of risk, a focus on the interactions between sources of risk and elements at risk, rather than a pre‐occupation with hazards, adds more value to management. Vulnerability is the crucial modifier of consequences and, as such, its analysis highlights critical areas and opportunities for developing effective intervention strategies.Risk communication processes based on community involvement need to underpin the development and application of evaluation criteria to determine which risk treatments will be implemented. Closing considerations reflect on how risk management may be used within public administration to re‐define emergency management service provision. The paper concludes that Emergency Risk Management provides a framework which, by focusing on managing community exposure to major risks, facilitates the identification and implementation of intervention options which address socially significant problems.

The widest framework available for the treatment of language problems is offered by sociolinguistics. The author of the article begins by introducing sociolinguistics, & claims that one of its four basic thematic clusters, which he calls 'Sociolinguistics IV,' is fully devoted to language problems. Mainstream Sociolinguistics, a US-based social network that has made a fundamental contribution to sociolinguistics since the 1960s, developed a version of 'Sociolinguistics IV' that is known as Language Planning. It is in confrontation with Language Planning that the theory of Language Management grew in the 1980s & 1990s. This paper briefly discusses the contribution & problems characteristic of Language Planning & outlines the main features of the Language Management theory. Among these, special attention is paid to the process of language management, which develops out of deviations from norms, whereby some of the deviations are noted, some of the noted deviations are evaluated, & certain adjustment plans are considered & implemented. Finally, the paper suggests that the Language Management theory could perhaps make a valid contribution to other social science disciplines, such as sociology or political science.

Traditionally, the effectiveness of the senior officials within the
public sector has been disproportionately associated with task instead
of people‐related skills. A study of 74 senior managers within Indian
Railways, over three years, has revealed that managers, in order to
become effective, not only require task and people skills but also
self‐development knowledge and skills. Moreover, the above broad
categories of managerial skills form a hierarchy which suggests that the
more senior positions which managers occupy, the greater the need for
people and self‐development. Explores the implications of the above for
senior management training and development in public sector briefly.

Reports a series of action projects in UK manufacturing companies which
found that formal planning and control activity was less evident than
the management of priorities. The reasons for this were found in the
innate instability of these companies′ operations. This finding
provokes a fresh look at two themes which formerly produced much
literature: the relative failure of computers in production management;
and the gap between OM academics and practitioners. A third theme, taken
from the OB literature on the reactive nature of managerial work, throws
light on both these issues. The instability of batch manufacturing
operations can thus be seen as a norm, not a departure from a norm of
stability. The assumption of a stable environment helps to explain why
the formal MPC systems had often disappointed, and why the practitioners
had made little use of OM academic work. Explores the nature of the
instability as being principally concerned with the three dimensions of
variety, variation and volume. Defines priority management, and
positions it in relation to manufacturing strategy and to more technical
approaches to OM. Develops a general theory of priority management which
draws together various mid‐range theories and empirical studies.

The intended audience of the Directed Readings Series includes researchers, development practitioners, environmental activists, government officials, and educators who do not have a specialized training in Natural Resource Management but who, nonetheless, are involved in such management and would like to enhance their knowledge on the topic.

International experience shows that the main objective of New Public Management (NPM) reform has predominantly been to overcome the current crisis in funding and public service delivery. The achieving this objective has involved adopting a philosophy of 'more for less' or, in other words, by enhancing 'value for money' in public service delivery. To this end,NPM reforms have generally aimed at replacing the inherited or traditional bureaucratic structure of management with a market – or at least a competition‐based – contract arrangement. As is the case in any contested market setting, the main concern of state and public administration is no longer merely to ensure a legally correct application of laws, but also to use scarce resources as 'efficiently' as possible in the pursuit of the desired ends of increased productivity and 'more for less'.