scispace - formally typeset
Search or ask a question
Topic

Management system

About: Management system is a research topic. Over the lifetime, 23759 publications have been published within this topic receiving 234788 citations.


Papers
More filters
Posted Content
TL;DR: In this paper, the authors examine common new-industry responses to planning needs, such as the transfer of technical staff to the sales force and assignment of user needs research to research and development staff.
Abstract: Examines how organizations identify and respond to conditions of stability and change and classifies responses as appropriate or dysfunctional. Using case study and historical survey approaches, the authors formulate conclusions about organizations themselves, individual organization members, and sub-organizational combinations of members. These three perspectives correspond to the organization's goals, individual career aspirations, and internal politicking. Technical progress and development of new organizational forms proceed in tandem; advancement in either field augurs movement in the other field. The inventor requires a suitable milieu and new technology enables further sophisticated forms of organization. Matching the rise of modern industrial concerns, technological research and development has been increasingly professionalized and financially supported by large corporations and government. Firms in (then) newly created industries, such as electronics, face a unique difficulty. Unlike counterparts in established fields, new firms in these industries must respond to rapidly changing market conditions without the benefit of a management experienced in the exigencies of that sector. The authors examine common new-industry responses to planning needs. These include the transfer of technical staff to the sales force and assignment of user needs research to research and development staff. Two important organizational approaches are identified. The mechanistic approach, suitable for stable industries, is marked by precise definition of member function and is highly hierarchical. The organic approach is more appropriate to industries undergoing change and is characterized by fluid definitions of function and interactions that are equally lateral as they are vertical. (CAR)

7,769 citations

Book
01 Jan 1996
TL;DR: The Balanced Scorecard approach retains traditional financial measures which reflect past organizational acheivements, but adds three new measures of future performance found necessary in this information age with its focus on customer relationships and long-term capabilities: customer, internal business process and learning and growth.
Abstract: The rapid evolution of the Balanced Scorecard into a strategic managment system is reported on in this book. The Balanced Scorecard approach retains traditional financial measures which reflect past organizational acheivements, but adds three new measures of future performance found necessary in this information age with its focus on customer relationships and long-term capabilities: customer, internal business process, and learning and growth. With these four perspectives providing the framework for the Balanced Scorecard, organizations can now measure how they create value for customers, how they can enhance internal competencies, and how they must invest in people, systems and procedures to improve future performance. According to the authors, the Balanced Scorecard has evolved from an improved measurement system to a core management system. For the first time there is a systematic process to implement and obtain feedback about strategy. This is an excellent introduction to new management styles.

6,935 citations

Journal ArticleDOI
TL;DR: In this article, the role of traditional ecological knowledge in monitoring, responding to, and managing ecosystem processes and functions, with special attention to ecological resilience, was surveyed and case studies revealed that there exists a diversity of local or traditional practices for ecosystem management, including multiple species management, resource rotation, succession management, landscape patchiness management, and other ways of responding to and managing pulses and ecological surprises.
Abstract: Indigenous groups offer alternative knowledge and perspectives based on their own locally developed practices of resource use. We surveyed the international literature to focus on the role of Traditional Ecological Knowledge in monitoring, responding to, and managing ecosystem processes and functions, with special attention to ecological resilience. Case studies revealed that there exists a diversity of local or traditional practices for ecosystem management. These include multiple species management, resource rotation, succession management, landscape patchiness management, and other ways of responding to and managing pulses and ecological surprises. Social mechanisms behind these traditional practices include a number of adaptations for the generation, accumulation, and transmission of knowledge; the use of local institutions to provide leaders/stewards and rules for social regulation; mechanisms for cultural internalization of traditional practices; and the development of appropriate world views and cultural values. Some traditional knowledge and management systems were characterized by the use of local ecological knowledge to interpret and respond to feedbacks from the environment to guide the direction of resource management. These traditional systems had certain similarities to adaptive management with its emphasis on feedback learning, and its treatment of uncertainty and unpredictability intrinsic to all ecosystems.

3,463 citations

Journal ArticleDOI
16 Jul 2004-Science
TL;DR: Pikitch et al. as discussed by the authors describe the potential benefits of implementation of ecosystem-based fishery management that, in their view, far outweigh the difficulties of making the transition from a management system based on maximizing individual species.
Abstract: Ecosystem-based fishery management (EBFM) is a new direction for fishery management, essentially reversing the order of management priorities so that management starts with the ecosystem rather than a target species. EBFM aims to sustain healthy marine ecosystems and the fisheries they support. Pikitch et al . describe the potential benefits of implementation of EBFM that, in their view, far outweigh the difficulties of making the transition from a management system based on maximizing individual species.

2,011 citations

Journal ArticleDOI
TL;DR: The Balanced Scorecard as discussed by the authors is a performance measurement method that includes not only traditional financial measures but also qualitative measures such as employee satisfaction, corporate mission, and customer loyalty, and it can be used to align the organization to the strategy.
Abstract: In 1996, Robert Kaplan and David Norton introduced the Balanced Scorecard performance measurement method, which included not only traditional financial measures but also such qualitative measures as employee satisfaction, corporate mission and customer loyalty. In The Strategy-Focused Organization, they show how the following five principles transform the Balanced Scorecard from a tool for performance measurement to a tool for creating a strategy-driven performance management company: 1. Translate the strategy into operational terms. Use the Balanced Scorecard to describe and communicate strategy in consistent, insightful, operational terms. 2. Align the organization to the strategy. For organizational strategies to work, they must be linked and integrated across many functions — finance, manufacturing, sales, marketing and so forth. The Balanced Scorecard can link these disparate and dispersed functions. 3. Make strategy everyone’s everyday job. Use the Balanced Scorecard to educate the organization about strategy, help employees develop personal objectives, then compensate them based on their adherence to and implementation of the business’ strategies. 4. Make strategy a continual process. Use the Balanced Scorecard to link strategy to the budget process; review strategy regularly in management meetings; and develop a process for learning and adapting strategy. 5. Mobilize change through executive leadership. Through a method of mobilization, governance and strategic management, executives can embed new strategy and new culture into their management systems, creating a continual process to meet the strategic needs of today and tomorrow. Formulating strategy is one endeavor. In this summary, you will learn how to make strategy work. Concentrated KnowledgeTM for the Busy Executive • www.summary.com Vol. 23, No. 1 (3 parts) Part 1, January 2001 • Order # 23-01

1,632 citations


Network Information
Related Topics (5)
Information system
107.5K papers, 1.8M citations
84% related
Software
130.5K papers, 2M citations
84% related
Sustainable development
101.4K papers, 1.5M citations
82% related
Environmental pollution
100.4K papers, 1.1M citations
81% related
The Internet
213.2K papers, 3.8M citations
80% related
Performance
Metrics
No. of papers in the topic in previous years
YearPapers
2023101
2022303
2021968
20201,253
20191,448
20181,494