Статьи
Всего статей в данном разделе : 305
«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: 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: 17-02-2003
Thomas Ritter, Ian F. Wilkinson
Journal of Business and Industrial Marketing.
2002.
Vol. 17.
No. 2.
Исследуется компетенция сети фирм, а точнее то, как она
проявляется в деятельности сети организаций как единого целого.
Статью условно можно разделить на три части. Первая и вторая части посвящены
исследованию компетенции германских и английских фирм соответственно, а в третьей
проводится сравнительный анализ и обосновывается необходимость измерения компетенции
сети организаций как единого целого. Обсуждаются в основном два
параметра:
принадлежность сети к определенной стране и характер ее рыночной ориентации. Параметр
принадлежности есть нечто большее, чем просто географическая близость
фирм; он учитывает
общность культурных интересов и правовой сферы.
Исследование показало, что при измерении компетенции
сети фирм фактор принадлежности к одной и той же стране оказывается гораздо менее
существенным,
чем степень рыночной ориентированности.
Опубликовано на портале: 11-12-2002
Nicolai J. Foss
Management Report.
1997.
No. 16.
This paper is taken up with discussing the extent to which existing
economic theories of the firm are helpful for constructing what Rumelt
called a strategic theory of the firm. Such a theory explains the existence,
boundaries, organization and competitive advantage of the firm. The
modern economics of organization (e.g., agency theory, transaction cost
economics, incomplete contracts theory) is characterized by the heuristic of
reducing literally all aspects of economic organization to the alignment of
incentives. It thus arguably misrepresents many management and strategy
issues. On the other hand, the dominant contender, the capabilities
perspective, is lacking in several respects, for example, with respect to its
lack of crisp microfoundations, and its inability to predict, explain
ownership and explain the existence of the firm. The best way forward in
the construction of a strategic theory of the firm is probably to draw
eclectically on both approaches.
Опубликовано на портале: 13-02-2007
Carrie A. Leana
The academy of management journal.
1986.
Vol. 29.
No. 4.
P. 754-774.
This research examined predictors and consequences of delegation. Participants were
44 supervisors and 198 claims adjusters employed in 19 branch offices of a large
insurance company. Delegation was operationally defined as the dollar level of authority
exercised by adjusters to settle claims. Results indicated that supervisors' perceptions
of subordinates, the volume of supervisors' workloads, and the importance of decisions
were significant predictors of delegation. In addition, subordinates' job competence
and congruence between supervisors' and subordinates' goals moderated the effects
of delegation on subordinates' job performance. Neither supervisors' personalities
or predispositions to share authority nor subordinates' satisfaction were significantly
related to delegation. Implications of the findings for research on participative
decision making and leadership are discussed.
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