Suchergebnisse

Aus der Einleitung: In einer Zeit, in der neue Steuerungsmodelle in den öffentlichen Verwaltungen verstärkt umgesetzt werden, die Bevölkerung aber weiterhin aufgrund hoher Kosten und einer unbeweglichen Bürokratie öffentlich Kritik an der Verwaltung übt, ist es um so wichtiger für eine Stadt, sich intern und extern zu präsentieren. Hierdurch wird nicht nur um Verständnis für Entscheidungen geworben oder der Fremdenverkehr unterstützt, sondern gleichzeitig werden hiermit auch politische Inhalte vermittelt. Trotz der unbestrittenen Notwendigkeit der Öffentlichkeitsarbeit einer öffentlichen Verwaltung, ist ein sorgsamer Umgang mit den vorhandenen Ressourcen wichtig. Mit Hilfe von Benchmarkingprozessen müssen betriebswirtschaftliche Handlungsweisen in einer Bürokratie berücksichtigt und privatwirtschaftliche Strukturen durch die Verwaltung übernommen werden. Hierbei sollte ein gegenseitiger Lernprozeß allerdings nicht ausgeschlossen sein. Durch den konkreten Vergleich der öffentlichen Verwaltung der Stadt München und der BMW AG München hinsichtlich Arbeitsorganisation und Organisationsaufbau sowie Zielsetzung der Öffentlichkeitsarbeit und den Einsatz von Personal und Material, soll versucht werden, Möglichkeiten zur Effizienzsteigerung der Public Relations in der öffentlichen Verwaltung aufzuzeigen. Begriffsabgrenzungen und Grundlagen der Öffentlichkeitsarbeit sowie die Untersuchung der Arbeitsfelder der unterschiedlichen Organisationen mit Hilfe von Kommunikationsmodellen bilden bei der Untersuchung die wissenschaftliche Verbindung zwischen globaler Theorie und lokaler Praxis. Inhaltsverzeichnis:Inhaltsverzeichnis: INHALTSVERZEICHNISI ABBILDUNGSVERZEICHNISVI TABELLENVERZEICHNISVI ABKÜRZUNGSVERZEICHNISVII 1.HINFÜHRUNG ZUR THEMATIK1 1.1Problem- und Fragestellung der Arbeit2 1.2Gang der Untersuchung5 1.3Einleitende Begriffsabgrenzungen7 2.GRUNDLAGEN DER ÖFFENTLICHKEITSARBEIT12 2.1Theoretische Erkenntnisse zur Öffentlichkeitsarbeit13 2.2Rechtliche Rahmenbedingungen16 2.3Geltende Grundsätze der Öffentlichkeitsarbeit19 2.4Funktion der Öffentlichkeitsarbeit20 2.4.1Allgemeine Funktionen der Offentlichkeitsarbeit20 2.4.2Städte- und Verwaltungs-PR21 2.4.3Unternehmens-PR23 3.SYSTEMBEDINGTE RESTRIKTIONEN DER PUBLIC RELATION EINER ÖFFENTLICHEN VERWALTUNG25 3.1Struktur- und Organisationsprinzipien25 3.2Gesetzlich festgelegte Aufgaben der öffentlichen Verwaltung27 3.3Besonderheiten der Beschäftigungsverhältnisse28 3.3.1Der Beamte29 3.3.2Arbeiter und Angestellte des Öffentlichen Dienstes31 3.4Das Abrechnungssystem in der öffentlichen Verwaltung Deutschlands31 4.SPEZIELLE ORGANISATION DER ÖFFENTLICHKEITSARBEIT DURCH DIE VERWALTUNG DER STADT MÜNCHEN34 4.1Strukturen34 4.2Interne Richtlinien und Anweisungen..36 4.3Ziele, Inhalte und Zielgruppen der PR-Maßnahmen38 4.4Die Kommunikation beeinflussende Mittel40 4.4.1Budget40 4.4.2Instrumente41 4.5Direkter Kontakt mit den PR-Adressaten43 4.6Zusammenarbeit mit externen Einrichtungen/Partnern44 4.7Aufgabenverteilungen45 4.8Personal48 4.9Selbständigkeit der Mitarbeiter und Durchführung von PR-Maßnahmen50 4.10Bedarfsprüfung/Evaluierung von Öffentlichkeitsarbeit51 4.11Rechenschaftsberichte und interne Kontrolle52 5.PUBLIC RELATIONS DER BMW AG MÜNCHEN53 5.1Strukturen53 5.2Interne Richtlinien und Anweisungen54 5.3Ziele, Inhalte und Zielgruppen der PR-Maßnahmen55 5.4Die Kommunikation beeinflussende Mittel57 5.4.1Budget58 5.4.2Instrumente58 5.5Direkter Kontakt mit den PR-Adressaten60 5.6Zusammenarbeit mit externen Einrichtungen/Partnern60 5.7Aufgabenverteilungen61 5.8Personal64 5.9Selbständigkeit der Mitarbeiter und Durchführung von PR-Maßnahmen68 5.10Bedarfsprüfung/Evaluierung von Öffentlichkeitsarbeit69 5.11Rechenschaftsberichte und interne Kontrolle70 6.VERGLEICHENDE ANALYSE DER UNTERSCHIEDLICHEN KONZEPTE71 6.1Analyse mit Hilfe der Kommunikationsmodelle von Grunig und Hunt72 6.1.1Die Aufgabe von PR73 6.1.2Die Organisation des PR-Bereiches75 6.1.3Die Kommunikationsweisen79 6.1.4Die Rolle der Evaluation82 6.2Weitergehende Analyse der PR-Systeme84 6.2.1Finanzielle Besonderheiten85 6.2.2Personelle Ressourcen86 7.VERBESSERUNGSVORSCHLÄGE94 7.1Öffentlichkeitsarbeit der öffentlichen Verwaltung94 7.1.1Struktur- und Aufgabenverteilung94 7.1.1.1Externe Organisation95 7.1.1.2Interne Strukturierung96 7.1.2Personal101 7.1.3Kommunikation104 7.1.3.1Budget105 7.1.3.2Instrumente Maßnahmen106 7.1.3.3Zielgruppen113 7.1.4Evaluation der Offentlichkeitsarbeit115 7.1.4.1Absenderbefragung117 7.1.4.2Handlungsauswertung117 7.1.4.3Medienanalyse118 7.1.4.4Reaktionsbeobachtung118 7.1.4.5Untersuchung der öffentlichen Meinung119 7.2Öffentlichkeitsarbeit der BMW AG München120 8.SCHLUßBETRACHTUNG/PERSPEKTIVEN123 ANHANG 1:EXPERTENGESPRÄCH BEI DER BMW AG127 ANHANG 2:EXPERTENGESPRÄCH BEI DER STADT MÜNCHEN144 ANHANG 3:BEISPIEL FÜR EINEN MITARBEITERFRAGEBOGEN163 ANHANG 4:BEISPIEL FÜR EINEN BÜRGERFRAGEBOGEN168 LITERATUR- UND QUELLENVERZEICHNIS173 EIDESSTATTLICHE VERSICHERUNG179

"Sustainability can create greater efficiency and cost savings in the supply chain. Supply chains, which are more complex and global than ever before, are full of both risks and opportunities. The risks range from inconsistent or poor quality to supply disruptions to health and safety concerns to corruption. Businesses face pressure to adopt sustainable supply chain practices from various stakeholders and motivations typically come from one or more of four sources: customers, compliance, costs, competitive advantage. Sustainable Global Supply Chains is the guide to understanding all aspects and approaches of sustainable supply chains using in-depth research from leading academics from sixteen different universities. Sustainable Global Supply Chains focuses on how to make supply chains sustainable, with an emphasis on new technologies and digitization. The research featured covers topics such as KPIs in production and supply chains, the role of standards, blockchain technology and algebraic models. This comprehensive book presents real world issues, problems in implementing sustainability in the supply chain and examples of best practice"--

This book offers a bridge between our current understanding of supply chain risk in practice and theory, and the monumental shifts caused by the emergence of the fourth industrial revolution. Supply chain risk and its management have experienced significant attention in scholarship and practice over the past twenty years. Our understanding of supply chain risk and its many facets, such as uncertainty and vulnerability, has expanded beyond utilizing approaches such as deploying inventory to buffer the initial effects of disruptions. Even with our increased knowledge of supply chain risk, being in the era of lean supply chain practices, digitally managed global supply chains, and closely interconnected networks, firms are exposed as ever to supply chain uncertainties that can damage, or even destroy, their ability to compete in the marketplace. The book acknowledges the criticality of big data analytics in Supply Chain Risk Management (SCRM) processes and provides appropriate tools and approaches for creating robust SCRM processes. Revisiting Supply Chain Risk presents a state-of-the-art look at SCRM through current research and philosophical thought. It is divided into six sections that highlight established themes, as well as provide new insights to developing areas of inquiry and contexts on the topic. Section 1 examines the first step in managing supply chain risk, risk assessment. The chapters in Section 2 encompass resiliency in supply chains, while Section 3 looks at relational and behavioral perspectives from varying units of analysis including consortiums, teams and decision makers. Section 4 focuses on examining supply chain risk in the contexts of sustainability and innovation. Section 5 provides insight on emerging typologies and taxonomies for classifying supply chain risk. The book concludes with Section 6, featuring illustrative case studies as real-world examples in assessing and managing supply chain risk.

PurposeDigital platforms transform supply chains. However, no unified theoretical understanding of digital platforms exists. Thus, the underlying research aims at investigating platform theories for supply chain management tasks.Design/methodology/approachThe authors conduct a systematic literature review to identify relevant theories in the context of digital platforms and synthesize the respective findings for supply chain management tasks.FindingsIn total, 43 papers and 41 different relevant theories are identified. The most prominent theories are the resource-based view, transaction cost economics, internalization theory and the dynamic capabilities approach. Digital platforms alter and change the boundary decisions of firms. Therefore, they have various implications for supply chain management tasks such as make-or-buy decisions or the orchestration of resources to sustain a competitive advantage.Practical implicationsThe identified supply chain theories as well as platform theories and their overlap provide a meaningful starting point for discussing and developing new and platform-based supply chain management approaches in the B2B domain.Originality/valueThe conducted systematic literature review provides a first starting point for building a holistic theoretical approach to digital platforms in supply chains. Thus, the paper contributes a missing link for discussing digital platforms and their theoretical foundations for supply chain management tasks.

This book provides insights from research and practice in how organizations were able to sustain resilience in their global supply chains during the COVID-19 pandemic and to advance the understanding of supply chain risk management. The chapters highlight the lessons learned, insist on new models for resilience, suggest improved supply chain risk methodologies and bridge the gap between research and practice. It helps readers acquire greater knowledge, strategic approaches, new methods, and practical tools for ensuring global supply chain resilience.

The sales potentials for automotive companies in Europe are decreasing, and emerging markets, such as the BRIC-states or the ASEAN countries, are now in the focus of European automobile manufacturer's attention. However, the governments of these high potential market states try to cap the import-rate of European cars and decrease the international competition for the local automotive industry by creating trade barriers. Car manufacturers and suppliers struggle with the planning of following a local manufacturing strategy and the related set up of regional supply chain networks. The decision finding process shows different deficits. Especially the high dynamic of the business environment and the related uncertainties are not in the scope of current planning processes. Approaches are missing which allow decision owners to evaluate the impact of changing trade barriers on the supply chain network. Derived from state-of-the-art analysis, tariff and non-tariff trade barriers will be classified in the context of opening up new automotive markets. Next to a classification, an existing simulation-based planning approach for robust manufacturing footprint decisions is extended by the consideration of the classified trade barriers.

PurposeIn the context of the COVID-19 pandemic, this study investigates a variety of approaches to supply disruption risk management for achieving effective responses for resilience at the supply management subunit level (e.g. category of items). Drawing on the attention-based view of the firm, the authors model the attentional antecedents of supply resilience as (1) attentional perspectives and (2) attentional selection. Attentional perspectives focus on either supply risk sources or supply network recoverability, and both are hypothesised to have a direct positive association with supply resilience. Attentional selection is top down or bottom up when it comes to disruption detection, and these are hypothesised to moderate the association between disruption risk management perspectives and resilience.Design/methodology/approachConducted at the early phases of the COVID-19 pandemic, this study employs a hierarchical regression analysis on a multicountry survey of 190 procurement professionals, each responding from the perspective of their own subunit area of supply responsibility.FindingsBoth attentional disruption risk management perspectives are needed to achieve supply resilience, and neither is superior in terms of achieving supply resilience. Both the efficiency of the top down and exposure to the unexpected with the bottom up are needed – to a balanced degree – for improved supply resilience.Practical implicationsThe results encourage firms to purposefully develop their supply risk management practices, first, to include both perspectives and, second, to avoid biases in attentional selection for disruption detection. Ensuring a more balanced approach may allow firms to improve their supply resilience.Originality/valueThe results contribute to the understanding of the microfoundations that underpin firms' operational capabilities for supply risk and disruption management and possible attentional biases.