Статьи
Всего статей в данном разделе : 330
«Управленческий четырехзвенник» [статья]
Опубликовано на портале: 04-10-2004
Федор Удалов, Олег Удалов
Проблемы теории и практики управления.
2003.
№ 3.
Эффективное осуществление любого управленческого процесса невозможно без следования
ряду основополагающих принципов, в частности без обеспечения четкой последовательной
работы взаимосвязанной цепи, состоящей из четырех звеньев, сущность которых можно
кратко обозначить следующим образом: «знают» – «могут»
– «хотят» – «успевают».
Первое звено – «знают» – предполагает, с одной стороны,
правильную постановку самой проблемы и цели, которая должна быть достигнута при ее
решении (в этой части оно родственно прогнозированию). С другой стороны, что
представляется особенно важным, оно требует наличия либо теоретической базы, либо
концепции, либо прецедентов, которые имели место при решении аналогичных задач и
на практике показали свою эффективность. Если ни одного из вышеуказанных компонентов
нет, то решение поставленной проблемы маловероятно. Отсюда можно сделать вывод,
что если первое звено не работает, то говорить об эффективном функционировании всех
последующих звеньев бессмысленно...
Опубликовано на портале: 11-11-2004
Andreu Mas-Colell, Sergiu Hart
Journal of Economic Theory.
2001.
Vol. 98.
No. 1 (5).
P. 26-54.
We exhibit and characterize an entire class of simple adaptive strategies, in the
repeated play of a game, having the Hannan-consistency property: In the long-run,
the player is guaranteed an average payoff as large as the best-reply payoff to the
empirical distribution of play of the other players; i.e., there is no "regret."
Smooth fictitious play (Fudenberg and Levine [1995]) and regret-matching (Hart and
Mas-Colell [1998]) are particular cases. The motivation and application of this work
come from the study of procedures whose empirical distribution of play is, in the
long-run, (almost) a correlated equilibrium. The basic tool for the analysis is a
generalization of Blackwell's [1956a] approachability strategy for games with vector
payoffs.
Опубликовано на портале: 17-09-2004
Marcel van Assen
International Journal of Agile Management Systems.
2002.
Vol. 2.
No. 2.
В данной работе автор исследует, в какой степени менеджмент, связанный с принятием
оперативных решений, соотносится со стратегическим менеджментом. Само исследование
проводилось в малых группах, выделенных из коллектива по принципу близости рода деятельности.
Хотя Эссен и не останавливается на том, почему коллектив разбивался на малые группы
по определенному признаку, это обстоятельство весьма существенно, так как смешение
родов деятельности могло сильно исказить результаты проводимых исследований.
Успешное принятие оперативных решений в большой степени зависит от способности людей
к обучению и умению приспосабливаться к изменениям. Автор справедливо отмечает, что
до сих пор остается неясным, как эти индивидуальные способности следует связать с
другими организационными ресурсами для создания структуры, успешно принимающей оперативные
решения. В работе подчеркивается, что одно из важных направлений в современных исследованиях
это использование внутренних ресурсов организации. Здесь имеется в виду соревновательный
характер работы коллектива. Далее автор останавливается и кратко анализирует, что
включает в себя менеджмент по управлению компетенцией.
Опубликовано на портале: 12-12-2002
Gregory P. Prastacos, Klas Derquist, Luk Van Wassenhove, Yiannis E. Spanos
European Management Journal.
2002.
Vol. 20.
No. 1.
P. 55-71.
This paper present an integrated framework in an attempt to offer guidance and advice
for the thought process preceding any successful implementation of change initiatives.
We argue that to address the continuously increasing challenges and to successfully
manage change, organisations needs to be innovative and flexible. Based on the Scott-Morton
model, where the organisation can be viewed as the dynamic interaction of five forces/dimensions,
we have put forward and synthesised a number of management objectives and corresponding
actions/levers that need to be taken in order to successfully manage change.
Опубликовано на портале: 11-12-2002
Ria Duddy, Jay Kandampully
Management Decisions.
1999.
Vol. 37.
No. 1.
P. 51-56.
While service quality has proved an essential ingredient in convincing customers
to choose one organisation over another, many organisations have realised that maintaining
excellence on a consistent basis is imperative if they are to gain customer loyalty.
This long-term perspective has
created a strong shift in orienting service strategy towards a service promise. Moreover,
in the
present competitive setting, if one were to understand the lifetime value of a customer,
creating and
maintaining long-term relationships with the customer and other stakeholders is paramount
to an
organisations market leadership. Relentless advances in technology have rendered
products and
services with ever shorter life cycles and, hence, diminished customer appeal. This
paper
argues that firms are required not only to improve, but to innovate products and
services and anticipate customer needs on a continuous basis. It is highlighted here
that, in order to maintain a longterm relationship with the customer, firms need
to demonstrate their ability to think for the customer, and to conceive and implement
new ways to serve them better. Moreover, in order to develop and maintain customer
relationships, an organisation needs the assistance and partnership of their respective
stakeholders;
for example, employees,
suppliers and distributors.
Competitiveness in the new economy [статья]
Опубликовано на портале: 11-12-2002
Petri Rouvinen
ETLA.
1970.
No. 768.
This paper devises an e-competitiveness index attempting to measure the ability of
a nation to exploit information and communication technology (ICT) to the fullest.
Results of the analysis show that Finland is highly specialized in ICT provision,
it has good premises to exploit ICT to the fullest, but that it is not amongst the
leading users of ICT.
Опубликовано на портале: 10-01-2003
Tony Kippenberger
The Antidote.
1999.
Vol. 4.
No. 4.
Looks at an approach to scenario planning characterized by its future-oriented attitude,
and attributed to Michel Godet - a French strategy specialist. Uses a Figure depicting
Godet's scenario method for added emphasis. Depicts Godet's scenario as a description
of a future situation and the course of events that allows one to move forward from
the original situation to the future situation. Concludes scenario-building teams
should be kept together because frequent changes of personnel have an adverse effect.
Опубликовано на портале: 11-12-2002
Hao Ma
Management Decisions.
1999.
Vol. 37.
No. 3.
P. 259-266.
Competitive advantage arises from the differential among firms along any dimension
of firm attributes
and characteristics that allows one firm to better create customer value than do
others.
Generic sources of competitive advantage include ownership of assets or position;
access to distribution and supply, as well as proficiency knowledge, competence,
and capability in business
operation. To achieve and sustain competitive advantage, a firm needs to creatively
and proactively
exploit the three generic sources, preempt rivals' attempt at these sources, and/or
pursue any combination of proactive and preemptive efforts. Juxtaposing creation
and preemption as well
as ownership-based, accessbased, and proficiency-based sources, this article advances
an
integrative framework that helps management practitioners systematically analyze
the nature and
cause of competitive advantage.
Опубликовано на портале: 19-04-2007
Albert Wickesberg
The Journal of the Academy of Management.
1958.
Vol. 1.
No. 1.
P. 18-22.
Two components must be considered in any attempt to determine the relative amounts
of delegation present in the performance of executive responsibilities. Tte amount
of freedom that the individual enjoys in arriving at a decision, and the executive
level at which that decision is made.
Опубликовано на портале: 11-12-2002
Brian H. Kleiner, Mike W. Papin
Aircraft Engineering and Aerospace Technology.
1998.
Vol. 70.
No. 1.
P. 38-44.
This research paper was written in the Summer of 1995 in partial fulfilment of the
requirements for Management 524 within the MBA program at California State University
at Fullerton. Its purpose was to determine the effective management strategies within
the aerospace industry since the defense budget began to decline in the mid 1980s.
Through research of the top aerospace companies (according to the 1995 Fortune 500)
over the past decade, this paper examines the various long-term management strategies
employed during the recent recession.
Опубликовано на портале: 02-12-2008
М.В. Смирнов
Российский журнал менеджмента.
2007.
Т. 5.
№ 3.
С. 181-186.
С 9 по 20 июля 2007 г. в Санкт-Петербурге прошла II Летняя школа «Российского
журнала менеджмента». В работе II Летней школы приняли участие 32 слушателя
из вузов и научных центров Москвы, Санкт-Петербурга, Барнаула, Екатеринбурга, Иркутска,
Йошкар-Олы, Мелеуза, Набережных Челнов, Нижнего Новгорода, Новосибирска, Омска, Перми,
Петрозаводска, Ростова-на-Дону, Ставрополя, Хабаровска, Череповца. Проблематику II
Летней школы составили следующие тематические блоки: стратегический менеджмент, теория
отраслевых рынков, финансовая экономика.
Опубликовано на портале: 17-01-2003
Andy Neely, Jasper Hii
Innovation et contraintes de gestion [статья]
Опубликовано на портале: 03-10-2003
Pierre Romelaer
The present paper lists the management constraints that impact on innovation in business
firms. Some of
these constraints may thwart innovation, or make it slower, others may accelate the
process or increase the number of innovations in the firm, others still may influence
the nature of the innovations which the firm will endeavour. Only management constraints
are considered here, i.e those constraints pertaining to the interface between intention
and really implemented action, as well as those influencing the intention in a partially
predictible manner. The related interfaces may be formalized (e.g. management tools
and methods like the business plan), they may be partially or totally informal (e.g.
the power system, or the innovation process itself). It may be that some of, or all
the actors in the innovation do not perceive, or perceive with a bias, the very existence
of the constraint, i.e. of the link it has with innovation.
The first part of the paper is devoted to the constraints that impinge upon senior
managers, lower level managers and others involved in the innovation process (paragraphs
1 and 2). The constraints are then viewed from an organizational standpoint (what
they are in different types of organizational structures, what is the contribution
of different organizational vital systems), and through models of the innovation
process produced by empirically valid organization research (paragraphs 3 and 4).
The paper ends with some considerations on the origin of innovative ideas and on
the usefulness of constraints for innovation.
Опубликовано на портале: 09-01-2003
Martyn Wright
Personnel Review.
2000.
Vol. 29.
No. 5.
P. 543 - 564.
Management industrial relations policy and management style are examined in a panel
of 50 highly unionised companies between 1979 and 1991. Management policy in panel
firms in 1979 was relatively uniform, centred upon collective bargaining and the
closed shop. A much broader spectrum of policies was evident in 1991, although collective
bargaining was retained as part of the policy-making framework in the large majority
of companies. A minority of firms had either a strategic planning or financial control
management style, which may be associated with tighter regulation of industrial relations.
The majority had a strategic control style, the effects of which were more ambiguous.
Опубликовано на портале: 10-01-2003
Carolyn Carroll, John M. Griffith
Acting in shareholders best interests, the board of directors should remove top management
when a firm performs poorly and yet, empirical evidence indicates that sometimes
boards replace top management and sometimes they do not. When top management is not
replaced following poor performance, does this represent a failure of boards of directors
and the market or is management so entrenched that it is not cost effective to replace
management? That is, if the benefits of eplacing management exceed the costs and
yet the board does not replace top management then the board has failed in their
fiduciary responsibility to act in shareholders best interests. On the other hand,
if the costs of replacing management exceed the benefits, then boards are behaving
in shareholders best interest by not replacing management. Management is so entrenched
that it is not cost effective to remove them. In this study, we examine a group of
firms
that performs poorly but boards do not replace management. For these firms, proxies
for
the cost of replacing management are compared to proxies for the benefits of retaining
management.
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