International audience ; Knowledge Management methods, techniques and experience can bring a considerable help in preventing all kind of risks. The current economic context amplified the existing risks and introduced new ones such as environmental, political and social. Among the most critical risks of this century is this of lost of knowledge and "memory" in particular in industry involved in long-term activities. After listing the principal risks and recalling of main approaches and techniques of Knowledge Management and its application for risk management an example of nuclear industry is given. Discussion follows in final conclusion and some perspectives are presented.
International audience ; Knowledge Management methods, techniques and experience can bring a considerable help in preventing all kind of risks. The current economic context amplified the existing risks and introduced new ones such as environmental, political and social. Among the most critical risks of this century is this of lost of knowledge and "memory" in particular in industry involved in long-term activities. After listing the principal risks and recalling of main approaches and techniques of Knowledge Management and its application for risk management an example of nuclear industry is given. Discussion follows in final conclusion and some perspectives are presented.
International audience ; Knowledge Management methods, techniques and experience can bring a considerable help in preventing all kind of risks. The current economic context amplified the existing risks and introduced new ones such as environmental, political and social. Among the most critical risks of this century is this of lost of knowledge and "memory" in particular in industry involved in long-term activities. After listing the principal risks and recalling of main approaches and techniques of Knowledge Management and its application for risk management an example of nuclear industry is given. Discussion follows in final conclusion and some perspectives are presented.
This paper aims to present a framework for the organizational knowledge management, which seeks to deploy a standardized structure for the integrated management of knowledge is a common language based on domains, processes and global indicators inspired by the COBIT framework 5 (ISACA, 2012), which supports the integration of three technologies, enterprise information architecture (EIA), the business process modeling (BPM) and service-oriented architecture (SOA). The Gomak Framework is a management platform that seeks to integrate the information technology infrastructure, the structure of applications, information infrastructure, and business logic and business model to support a sound strategy of organizational knowledge management, low process-based approach and concurrent engineering. Concurrent engineering (CE) is a systematic approach to integrated product development that respond to customer expectations, involving all perspectives in parallel, from the beginning of the product life cycle. (European Space Agency, 2000).
Das Agribusiness ist eine Branche, die sich zahlreichen Veränderungen im politischen, ökonomischen sowie gesellschaftlichen Umfeld ausgesetzt sieht. Durch die Analyse der Geschäftsbeziehungen im Rahmen des Relationship Managements können marktliche sowie nicht-marktliche Beziehungen optimiert werden und die Anpassungen an die Unternehmensumwelt gezielt gesteuert werden. Im Rahmen der vorliegenden Dissertation wurden exemplarisch aus drei verschiedenen Blickwinkeln des Relationship Managements Beziehungen zwischen Unternehmen und Kunden, Lieferanten sowie externen Anspruchsgruppen untersucht. Als Ergebnis zeigt sich, dass besonders in den marktlichen Beziehungen monetäre Größen wie Auszahlungs- oder Endabgabepreis nicht die wichtigsten Variablen sind. Vielmehr sind es weiche Faktoren, z. B. die Kommunikation mit den Lieferanten oder landwirtschaftliche Orientierung, die sich auf die Beziehungsqualität auswirken. Insgesamt kann festgestellt werden, dass das Agribusiness in vielen Punkten gezielter mit seinen (Geschäfts-)beziehungen umgehen muss, um sich besser an die Anforderungen des Marktes und der Gesellschaft anzupassen. ; The agribusiness has to face numerous changes in the political, economical and social environment. By analysing relationships with approaches of relationship management, market and non-market relationships can be optimised and adoptions to the enterprises environment can be managed precisely. In this dissertation, relationships between companies and their customers, suppliers, and external stakeholders are analysed exemplarily from three different perspectives of relationship management. As a result it can be shown that especially in market relationships monetary measures such as prices and final accounts are not the most important variables. Far more important for determining the relationship quality are soft factors such as communication with suppliers or farmer orientation. In a whole it can be said that companies in the agribusiness have to deal more focussed with their (business) relationships to better adopt to demands of markets and society as well.
Purpose: There is a growing desire for more scientific and technical knowledge regarding Africa. This is because Africa has the potential and opportunity to generate impactful research. However, this potential is not optimized because of several constraints, including the lack of systematic reviews and models of knowledge management and paradoxical trends in Africa. The purpose of this paper is to review studies on knowledge management and associated paradoxes in Africa and a paradox-conscious African knowledge management model. The autochthonous African model that the authors propose has implications for global knowledge management. Design/methodology/approach: The authors review studies on knowledge management and paradoxes on Africa. Findings: The authors propose a model and identify 12 paradoxes broadly categorized as industrial, political and social. Practical implications: The paradoxical tensions characteristic of Africa may be considered integral to business and policy rather than local expressions to be solved through international "best practice." Originality/value: The model this paper propose enables theoretical and empirical studies of knowledge management sensitive to the paradoxical tensions associated with autochthonous management knowledge and autochthonous knowledge management. ; authorsversion ; published
Project Management in Industry ; History of Project Management ; What is a Project? ; Project Characteristics ; What is Project Management? ; Project Management Areas of Expertise ; The Project Life Cycle (phases) ; Framework for Project Management ; Project Stakeholders ; The Politics of Projects ; Culture and Project Management ; Project Initiation ; Overview of Project Planning ; Scope Planning ; Project Schedule Planning ; Resource Planning ; Budget Planning ; Quality Planning ; Communication Planning ; Risk Management Planning ; Project Implementation Overview ; Project Completion ; Celebrate
The present scientific monograph, entitled "Environmental management & audit", is the result of three years' work on an international project entitled "Environmental management in Russian companies – retraining courses for the sensibilization for and integration of Eco-Audit programs in corporate decision-making (RECOAUD)". Within its more than 600 pages, the monograph features interesting texts written by 31 authors from the European Union and the Russian Federation, edited by dr. Borut Jereb, Darja Kukovič and dr. Daria Meyr. The monograph "Environmental management & audit" is composed of four books: "Scarcity and Introduction of Environmental Management", "Management Systems", "Controlling and Stakeholders", and "Environmental Assessment" (Featured Articles). These four topics reflect the complexity, heterogeneity and multidisciplinary of the project Tempus RECOAUD. The reader of the monograph gets a comprehensive overview of theoretical perspectives of environmental management and audit in the chosen areas. Furthermore, the monograph also highlights the results of research in the field of environmental management and audit as well as trends and challenges in the development of this field. Providing insight into theoretical and research findings, the monograph will prove useful to both practitioners and researchers in the field of environmental management and audit ; it can also be used for study purposes.
Economic globalization, growingly differentiated and unstable markets, fiscal crises in light of increasing public expenditure are the elements of an uncertain future for local communities. The latter are captured in the growing demand of users or citizens for quality in public services and in the regulation of the state that (sometimes) limits the creative development and competition on a global market of local communities. In the context of this ever demanding environment functions local administration that has to be reformed in order to conform with the elements of this environment. The article presents the specifics of local management and alongside its reform process by the principles of new public management. Empirical part of the article explains findings of an extensive study of local administrations in the European Union and their reforms with implications that show the effects of reformed local administration on the effectiveness of the entire local community.
Master i styring og ledelse ; This thesis is based on explorative empirical research on the use of strategic management and performance management in central-administrative governmental agencies in Norway. Employing document analysis, the whole population of 61 central administrative agencies in Norway (the year 2017) – including directorates, inspectorates and oversight bodies, was examined. These are organizationally independent units but are exposed to politically based ministerial governance, including performance budgeting and performance management. Strategic management and performance management are therefore not inherently integrated processes in Norwegian government agencies. Key questions were how performance management interacts with strategic management in governmental agencies, do ministries' various use of performance management affect whether agencies develop strategies or how they design their strategy, and are (long term) strategies dormant documents or actively used as steering instruments in agencies alongside (short term) performance management? Both quantitative and qualitative data were gathered from our source documents. Poister et al.'s (2010) strategic management framework was used as an integrative perspective. The relationship between agency and parent ministry was interpreted as defining important contextual determinants described by Ferlie and Ongaro (2015). Strategies were analysed with various approaches such as strategic stance (Boyne and Walker 2004) and institutional "administrative values" and vision (Bozeman 2007, Hood 1991). The quantitative data were analysed with Partial Least Squares Structural Equation Modelling (PLS-SEM) (Hair et al. 2017). Key findings: In a supposedly low-NPM affected tier of government, two-thirds of agencies had agency-wide strategies. Strategic management seems to have a stronger identity forming function, while performance management dominates aim-setting in agencies. Depending on variables like size, organisation structure, policy area and ministry-affiliation, the interaction between performance management and strategic management showed non-linear variations suggesting they function as separate, but interconnected steering-instruments in government agencies in Norway. ; Denne masteroppgaven er en utforskende studie av bruk av strategisk styring og mål- og resultatstyring i sentral-administrative statlige virksomheter i Norge. Jeg brukte dokumentanalyse av tre dokumentkilder: tildelingsbrev, virksomhetenes strategidokumenter og virksomhetens årsmeldinger. Jeg studerte hele populasjonen av 61 sentraladministrative enheter, deriblant direktorater og tilsyn. Disse virksomhetene er autonome enheter, men er underlagt ytre styring gjennom tildelingsbrevenes mål- og resultatstyring og budsjettstyring. Strategisk styring og mål- og resultatstyring er derfor i disse virksomhetene strukturelt løsrevet fra hverandre. Nøkkelspørsmål har vært hvordan mål- og resultatstyringen og den strategiske styringen interagerer, hvorfor noen statlige virksomheter utvikler strategier og hvordan styrken og detaljorienteringen i tildelingsbrev påvirker utviklingen og bruken av strategier. Jeg innhentet både kvantitative og kvalitative data fra våre kilder. Ved hjelp av det strategiske rammeverket til Poister et al. (2010) tolket jeg bruk av tildelingsbrev som kontekstuelle determinanter som beskrevet av Ferlie og Ongaro (2015). Tildelingsbrev ble analysert med henblikk på kvantitativ måling av ulike styringsvirkemidler. Strategier ble analysert fra flere perspektiver, bl.a. strategisk ståsted (Boyne and Walker 2004) og verdier og visjoner (Bozeman 2007, Hood 1991). De kvantitative dataene ble analysert med Partial Least Squares Structural Equation Modelling (PLS-SEM) (Hair et al. 2017). Nøkkelfunn: I statlige virksomheter på sentral-administativt nivå hadde 41 av 61 virksomheter utviklet strategier. Et stort flertall (78%) refererte til sin strategi i sine årsrapporter, men kun et mindretall (37%) refererte til konkrete strategiske mål. Dette bidrar til et bilde av at strategier hos mange ikke er sovende dokumenter. Strategier ser ut til å ha en mer identitets-markerende funksjon i styringen av virksomheter, mens mål- og resultatstyringen i tildelingsbrev dominerer den kortsiktige målsettingsfunksjonen. Når strategier blir for detaljerte i sine mål, ser det ut til at de raskere blir irrellevante for virksomheten. Avhengig av variabler som virksomhetens størrelse, organisasjonsstruktur, politikkområde og tilhørighet til departement, viste virksomhetene store variasjoner i strategisk styring og mål- og resultatstyring. Dette tolkes i denne oppgaven som at mål- og resultatstyring og strategisk styring synes å brukes som separate, men likevel sammenvevde redskaper i styringen av statlige virksomheter i Norge. ; publishedVersion
Testimony issued by the Government Accountability Office with an abstract that begins "As part of its work to improve the management and performance of the federal government, GAO monitors progress and continuing challenges related to the President's Management Agenda (PMA). The Administration has looked to GAO's high-risk program to help shape various governmentwide initiatives, including the PMA. GAO remains committed to working with the Congress and the Administration to help address these important and complex issues."
Not Available ; In 2012, the Commission carried out an overall evaluation of the policy on water scarcity and droughts introduced in the 2007 Communication. The evaluation focused on the integration of water scarcity and drought issues in the first (2009) River Basin Management Plans (RBMPs) with the aim of identifying gaps in EU drought policy and improving its implementation (the EU Water Framework Directive (WFD) requires RMBPs but not DMPs). The results revealed that the development and implementation of DMPs, and their inclusion within RBMPs, remains limited, and that countries should therefore try to integrate DMPs into the second versions of their RBMPs for 2015. Evaluation results were embedded in the Commission document, A Blueprint to Safeguard Europe's Water (hereinafter Blueprint), adopted in 2012 (COM (2012) 673 final). Regarding water scarcity and drought in the Central and Eastern European (CEE) region, the United Nations Convention to Combat Desertification (UNCCD, 1994) found that the region suffers from "soil degradation and desertification". Although both processes vary considerably from country to country, the vulnerability of the region to this hazard is evident and estimated to be increasing (UNCCD). In 2013, the Global Water Partnership (GWP) and World Meteorological Organization (WMO) launched a joint Integrated Drought Management Programme (IDMP) to improve the monitoring and prevention of droughts. In the same year, the Global Water Partnership (GWP) for CEE launched the IDMP at the CEE regional level (IDMP CEE). The aim of the IDMP CEE is "to support stakeholders at all levels by providing them with policy and management guidance through globally coordinated generation of scientific information and sharing best practices and knowledge for integrated drought management". During Phase 1 of the IDMP CEE, the overall drought situation in the 10 CEE countries of Bulgaria, Czech Republic, Hungary, Lithuania, Moldova, Poland, Romania, Slovakia, Slovenia, and Ukraine was analysed. The results confirmed that drought and water scarcity issues were widely recognized as a relevant phenomenon in the CEE region. (See Inception report for the GWP CEE part of the WMO/GWP Integrated Drought Management Programme, J. Kindler, D. Thalmeinerova, 2012) Following up on this first phase, Activity 1.2 of the IDMP CEE assessed the integration of drought issues into the first RBMPs. The results of a questionnaire survey, completed by the ten CEE countries listed above, and summarised in the Report on review of the current status of implementation of the drought management plans and measures (Fatulova, 2014), showed that the actual situation for DMP development within the region is unsatisfactory. The majority of the countries had not produced a DMP in accordance with the general WFD guidelines provided in the WFD Technical report Drought Management Plan Report Including Agricultural, Drought Indicators and Climate Change Aspects (hereinafter the Report 2007). Furthermore, substantial shortcomings were found in the implementation of all key elements of the DMPs, namely, indicators and thresholds establishing different drought stages, measures to be taken in each drought stage, and the organizational framework for drought management. (Note that while neither Moldova nor Ukraine are part of the EU, both are part of the GWP CEE region and are EU accession countries, and both expressed their interest to join this programme and prepare DMPs according to the WFD.) ; Not Available
Metadata only record ; In 1999, the Integrated Co-management of Lakes through Beach Management Units project was started in an effort to implement a new approach to the management of lake resources in Uganda. The main components of this plan involved decentralization, local community management, and improving the livelihood of the poor. In order to finance the management of these areas, the Beach Management Units (BMU's) are charging user fees to those individuals who obtain benefit from the natural resources. These fees make their way back to the local government where they are used for management of the fishery. For example, the Lake George Basin Integrated Management Organization made a 27% reinvestment of fisheries income earned in that year across the lake. ; PES-1 (Payments for Environmental Services Associate Award)
Globalization has increasingly brought permanent contact with people whose cultural background is different from what many would consider their 'own' culture. The area of intercultural management is of critical interest due to the impact of increased European and global migration, which has required health and social care leaders and managers to develop competency to respond to the diversity and changing needs of their workforce and service users. The communities within the European Union are now often characterised by significant diversity whether at cultural, social, or psychological levels. The purpose of this chapter is to enable health and social care practitioners to assume a clinical/ professional leadership role in quality intercultural management in the health and social care sector. This chapter will focus on developing health and social care practitioners' knowledge and understanding in the area of intercultural management within contemporary health and social care organisations. It will focus on the critical application of knowledge to practice through the provision of underpinning knowledge, understanding and debates surrounding contemporary issues and practices in the areas of intercultural management. Many practitioners accessing this information may already work in the heath/social sector and this critical focus on intercultural and diversity management has the potential to improve the quality in health and social care services through the critical application to practice.
The main purpose of this paper is to integrate the literature on human resource management (HRM) and environmental management. Moreover, the paper shows the role that green human resource management (GHRM) plays in environmental management activities. This article examines the main relationships between human resource management and environmental strategy, emphasizing reciprocal influences. Moreover, the main human resource practices used in the literature are examined. In addition, methodological approaches that can be appropriate to advance the study of the link between human resource management and environmental strategy are proposed. Ideas for future research are also provided. As the role of human capital in implementing environmental management is a mature field of research, a new topic known as green human resource management has emerged. We examine studies that analyze both the relationship between general human resource management and environmental strategy and between green human resource management and environmental strategy. ; This research was funded by the Ministry of Science and Innovation of the Government of Spain (grant number ECO2015-67310P).
