Though the concern regarding the confluence of continuity and change is well accepted, there is hardly any well known framework in the literature that can be used as a benchmark to deal with this paradoxical issue. Keeping in view the significance of the topic and the lack of practical frameworks in managing continuity and change this book is an endeavor to fill the gap. The main proposition of the book is that the strategic management of change could be better leveraged with clear understanding of continuity of the organization and consciously managing the vital and desirable areas of continuity along with change, rather than leaving the continuity to be managed by default. The continuity of any company provides the bedrock along which the flow of change could be channelized. It adopts flowing stream as the principal metaphor for continuity and change to be taken side by side. It can be treated as a stepping stone to inspire a lot of research in this area.
Though the concern regarding the confluence of continuity and change is well accepted, there is hardly any well known framework in the literature that can be used as a benchmark to deal with this paradoxical issue. Keeping in view the significance of the topic and the lack of practical frameworks in managing continuity and change this book is an endeavor to fill the gap. The main proposition of the book is that the strategic management of change could be better leveraged with clear understanding of continuity of the organization and consciously managing the vital and desirable areas of continuity along with change, rather than leaving the continuity to be managed by default. The continuity of any company provides the bedrock along which the flow of change could be channelized. It adopts flowing stream as the principal metaphor for continuity and change to be taken side by side. It can be treated as a stepping stone to inspire a lot of research in this area.
AbstractThis paper is an attempt to apply the principles and concepts of physical system theory to model multi‐level hierarchical organizational systems. The modelling can be carried out for both the official organizational system and the operating or problem‐solving organizational system derived from task processes. The graph theoretic approach is used to model authority‐responsibility relationships existing in the organizational network. A manager at any level is conceptualized as a multiterminal component interacting between the superior and subordinates, representing each interaction as a two‐terminal component. The unit authority across two levels is different and hence taken as an 'across variable' while the responsibility, which flows through the organization, is taken as a 'through variable'. An operational and pragmatic concept is provided to measure the authority and responsibility based on facts as well as opinion. The analysis has been carried out for a hypothetical illustrative organizational system with three levels. The model may prove to be of help in analysing the inconsistencies in authority‐responsibility relationships which can be used for improving the organizational design.
Purpose Business performance management describes the processes, methodologies, metrics and systems needed to measure and manage the performance of an enterprise. Traditional performance management systems were based on financial and productivity measures but the alternate measures proposed in last more 25 years have strategic focus and incorporate variety of performance measures such as efficiency, effectiveness, productivity, quality, customer satisfaction, innovation and employee satisfaction in addition to financial. Globalization and modernization have created a business environment uncertain with associated risks which has necessitated the incorporation of various types of flexibilities such as strategic, technical, operational, information system (IS), etc. Critical success factors and implementation issues also need to be incorporated to succeed. The purpose of this paper is to present the strategic performance management system (SPMS) designed, incorporating flexibility and implementation issues, and its effectiveness empirically validated from Indian oil industry.
Design/methodology/approach Based on literature review and gaps identified, a proposed model of enterprise performance management system incorporating flexibility, critical success factors and implementation issues was developed. Macro- and micro-level factors impacting the effectiveness of the model were identified, and hypotheses were developed and tested empirically from the survey study of Indian oil industry.
Findings The finding met, by and large, most of the research objectives. In total, 7 macro- and 11 micro-level factors came out from the study. The strategy planning, strategy implementation, strategic flexibility (SF), SPMS design, information system flexibility (IF) flexibility, implementation issues and critical success factors, and performance feedback and learning are the macro-level factors impacting the SPMS effectiveness in measuring and managing performance of an enterprise. The SPMS implementation issues have proved to be major driver of effectiveness.
Research limitations/implications The research like many such researches had limited resources, data availability and bias of respondents. However, the model was statistically validated for its reliability and hypothesis testing. The research has added to literature on SPMS as integrated model incorporated SF, information flexibility and critical success factors. However, the effect of other types of flexibilities such as organizational, operational, HR, marketing, etc., and other stakeholders should also be studied in future research to broaden the findings.
Practical implications The validated SPMS has practical implications for academics and researchers. Strategic and IF, and critical success factors have been incorporated in the integrated model to take care of business uncertainties so that it is strategically aligned and facilitate in effective SPMS use and implementation.
Social implications Though it has no direct social implication but, if adopted for social projects and not-for-profit organizations, it will have social benefits of efficient and effectiveness delivery of social projects and initiatives.
Originality/value This is an original work carried out by the authors. The validated model along with interpretation is presented.
Master SAP scripts, Smartforms, and data migration with hands-on exercises. The information provided in this book will help you decode the complexities and intricacies of SAP ABAP programming. Pro SAP Scripts, Smartforms, and Data Migration begins by describing the components of a SAP script: forms, styles, and standard texts. It then shows you how an ABAP program can invoke a SAP script form and send data to the form to provide output. You will then apply these concepts to hands-on exercises covering real business scenarios. These scenarios include creating a custom form from scratch to output purchase orders. Smartforms will then be introduced as an enhanced tool to output business documents. The book will show you how to apply the concepts of Smartforms to real-world problems. The data migration material includes details of the Legacy System Migration Workbench (LSMW). This is intro duced as a platform from which every data migration task can be performed, minimizing or eliminating programming. You will: Create and deploy SAP script forms and related objects Modify a copy of a SAP-supplied SAP script form, configure it, and deploy it according to transaction code ME22N Build Smartforms forms and deploy them Carry out data migration using the batch input and call transaction methods Perform data migration using all four methods available in LSMW Modify a copy of a SAP-supplied Smartforms form, configure it, and deploy it according to transaction code NACE.
Cover -- Half Title -- Title -- Copyright -- Dedication -- Contents -- Preface -- Acknowledgements -- PART 1: TRADE -- 1. Maritime Trade in the Indian Ocean, c. 1600-1800 -- 2. Armenians in Bengal Trade and Politics in the Eighteenth Century -- 3. No Ready Money? No Problem! The Role of Hundis (Bills of Exchange) in Early Modern India, c. 1600-1800 -- 4. Indo-Persian Relations through Traders in the Pre-Modern Era -- 5. Multiple Currencies and their Complementary Relationship: The Indian Scenario: Early Modern Era -- 6. The Armenians in Dhaka -- PART 2: POLITICS
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