Showing papers on "Resource management published in 1987"
TL;DR: A recent study conducted by Hay Group Incorporated, in conjunction with the University of Michigan and the Strategic Planning Institute, reports that when a business is pursuing a growth strategy it needs top managers who are likely to abandon the status quo and adapt their strategies and goals to the marketplace as mentioned in this paper.
Abstract: Within academia there has been similar growing awareness of this need. Although this awareness is being articulated in several ways, one of the most frequent involves the conceptualization and investigation of the relationship between business strategy and the personal characteristics of top managers.2 Here, particular manager characteristics such as personality, skills, abilities, values, and perspectives are matched with particular types of business strategies. For example, a recently released study conducted by Hay Group Incorporated, in conjunction with the University of Michigan and the Strategic Planning Institute, reports that when a business is pursuing a growth strategy it needs top managers who are likely to abandon the status quo and adapt their strategies and goals to the marketplace. According to the study, insiders are slow to recognize the onset of decline and tend to persevere in strategies that are no longer effective; so, top managers need to be recruited from the outside.
2,113 citations
Book•
01 Mar 1987
TL;DR: In this article, a lasting impact of recreational use and resource impacts on the environment is discussed, focusing on the impact of environmental Durability and Visitor Use on the environmental environment.
Abstract: Recreation Use and Resource Impacts IMPACTS TO RESOURCE COMPONENTS: Soil Vegetation Wildlife Water Impact Patterns FACTORS AFFECTING IMPACTS: Environmental Durability Visitor Use MANAGEMENT ALTERNATIVES: Strategies and Concepts of Management Monitoring Recreational Impacts Visitor Management Site Management CONCLUSION: A Lasting Impact.
652 citations
Book•
27 Nov 1987
TL;DR: In this article, resource allocation and optimization for renewable and non-renewable resources are discussed. But the focus is on the non-rewardable resources and not on the renewable resources.
Abstract: Preface 1. Resource allocation and optimization 2. Renewable resources 3. Nonrenewable resources 4. Environmental management 5. Stochastic resource models References Index.
339 citations
TL;DR: In this article, an extension of the Analytic Hierarchy Process (AHP) for priority setting and resource allocation in the industrial R&D environment is explored, and an AHP modeling framework is developed, and is linked to a spreadsheet model to assist in the ranking of a large number of project alternatives.
Abstract: The research and development project selection decision is concerned with the allocation of resources to a set of proposals for scientific and engineering activities. The project selection and resource allocation process can be viewed as a multiple-criteria decision-making problem, within the context of the long-range and strategic planning process of the firm. The purpose of this paper is explore the applicability of an extension of the Analytic Hierarchy Process (AHP) for priority setting and resource allocation in the industrial R&D environment. In this paper, an AHP modeling framework for the R&D project selection decision is developed, and is linked to a spreadsheet model to assist in the ranking of a large number of project alternatives. Next, cost-benefit analysis and integer programming are used to assist in the resource allocation decision. The paper concludes with an evaluation of the suitability of this approach as an expert support system, and directions for future research and testing.
260 citations
Book•
30 Oct 1987
TL;DR: In this article, the authors examine the concepts and theories of successful human resource management and describe the processes that produce the best results from people, using these principles as a base, and use them as a basis for their own work.
Abstract: Human resource management is a strategic approach to the structure, motivation, development and management of an organization's employees, based on the four following principles: the effective management of human resources is the key to an organization's success; success is most easily achieved if personnel policies are closely linked with the organization's corporate objectives; managerial behaviour and the organizational climate exert a major influence on the achievement of excellence; and that the total integration of manpower is essential to success. Using these principles as a base, this book examines the concepts and theories of successful human resource management and describes the processes that produce the best results from people.
170 citations
TL;DR: The multiple constituency approach was proposed to be a meaningful conceptual basis for analyzing the activities and effectiveness of the human resource department at the firm's operating level in this article, where the authors found that constituency perspectives differed in both the activities desired of the HR department and criteria meaningful for evaluating its effectiveness and the largest discrepancy was between constituency with a strategic focus and constituency with an operational orientation.
Abstract: Human resource strategy research has focused primarily on the effects of business objectives and other organizational contingencies on organizational-wide human resource systems and policies. Relatively little attention has been paid to the human resource function at the business implementation level. The multiple constituency approach was proposed to be a meaningful conceptual basis for analyzing the activities and effectiveness of the human resource department at the firm's operating level. A research project involving three separate studies found support on the validity of the multiple constituency approach. Constituency perspectives differed in both the activities desired of the human resource department and criteria meaningful for evaluating its effectiveness. The largest discrepancy was between constituencies with a strategic focus and constituencies with an operational orientation. Implications of the research findings and of the multiple constituency approach for strategic human resource management research and practice are discussed.
151 citations
Patent•
25 Aug 1987TL;DR: In this article, an autonomous resource management method for improving performance of a system in which plurality of process units compete for resources is presented, where previously determined allocation policies are stored in memory along with system status data, control data and an evalution of the effectiveness of the allocation policy.
Abstract: An autonomous resource management method for improving performance of a system in which plurality of process units compete for resources. Previously determined allocation policies are stored in memory along with system status data, control data and an evalution of the effectiveness of the allocation policy. During the operation of the system, the status is detected and an allocation policy is retrieved from memory based on the detected status. The allocation policy is then modified and sent to the scheduler. The effect of modifying the allocation policy is detected and an evaluation of the modified allocation policy is stored in memory. Inferior allocation policies are deleted from memory.
118 citations
TL;DR: Suggested responses include holding some resources in reserve to cope with the unexpected and developing broadly based monitoring systems to detect surprises as early as possible.
Abstract: An analysis of the types of uncertainties faced by resource managers is presented. Uncertainties are classified by the frequency of occurrence. Managers develop ways for dealing with frequently occurring uncertainties that do not commonly present extraordinary problems. Uncertainties that occur infrequently require an adaptive learning approach to management where we must learn about the true states of nature by careful monitoring, evaluation, and experimentation. In an undesirable situation, the ability to respond rapidly is most important. Uncertainties that occur rarely, called surprise, are very difficult to deal with. Suggested responses include holding some resources in reserve to cope with the unexpected and developing broadly based monitoring systems to detect surprises as early as possible.
113 citations
TL;DR: The discrepancy between elaborate proposals to "solve" the common pool fishery problem and actual fishery regulations is examined in this paper, where the self-interest hypothesis of regulation and fisherman heterogeneity can explain two historically popular types of fishery regulation, season closures and capital constraints.
Abstract: The discrepancy between elaborate proposals to "solve" the common pool fishery problem and actual fishery regulations is examined. The self-interest hypothesis of regulation and fisherman heterogeneity can explain two historically popular types of fishery regulations, season closures and capital constraints. These have differential impacts on fishermen and typically redistribute the fishery's harvest from more efficient toward less efficient producers. To the extent that fishermen indigenous to a regulatory body's jurisdiction also tend to be relatively inefficient, it is predicted that these regulations will withstand the theory and data that demonstrate their suboptimality.
01 Jan 1987
TL;DR: The notion that compensation policies are strategic, thereby affecting the missions of the organization, has considerable currency and is part of the current popularity of all things strategic. as discussed by the authors argues that a strategic perspective on compensation is a growing recognition that macro-organizational issues are an important part of human resource management.
Abstract: Excerpt] The notion that compensation policies are strategic, thereby affecting the missions of the organization, has considerable currency. This is part of the current popularity of all things strategic. While some may write it off as another fad, a less cynical view is that a strategic perspective on compensation is part of a growing recognition that macro-organizational issues are an important part of the study of human resource management (Dyer, 1985).
TL;DR: In this article, the marginal opportunity cost (MOC) is defined as the social costs of resource depletion in the context of models of the development process which stress the relationship between environment and development as a coevolutionary one rather than one of trading off material gain against environmental quality.
Abstract: Renewable resources are being used in non-sustainable ways in many countries in the world. The costs of non-sustainability need to be enumerated and valued in order to establish the desirability or otherwise of such development paths. The appropriate concept is marginal opportunity cost (MOC), a measure of the social costs of resource depletion. This concept is set in the context of models of the development process which stress the relationship between environment and development as a “coevolutionary” one rather than one of trading off material gain against environmental quality. Measures of MOC need to reflect the often intricate physical and ecological interlinkages within ecosystems, allowing for, e.g., the relationship between deforestation, soil erosion, streamflow and sedimentation. In turn, MOC comprises direct costs of resource use, the externalities arising from ecological interlinkage, and a user cost component which arises because of non-sustainable resource use. Formulated in this way, MOC has implications for shadow pricing exercises, national accounting, and for the choice of sector and geographical area for project appraisal.
TL;DR: It is suggested that idealistic beliefs in the problem-solving capacities of IRM are not justified and a comparative analysis of several case studies in Western Canada provides evidence for this argument.
Abstract: Integrated resource management (IRM) is currently implemented in many parts of the world. This article promotes a pragmatic interpretation and suggests that idealistic beliefs in the problem-solving capacities of IRM are not justified. Successful implementation and performance of IRM are primarily a function of the historical context into which a project is placed. A comparative analysis of several case studies in Western Canada provides evidence for this argument, and the results can be summarized in a conceptual model about integration in resource management. IRM is interpreted as a process of constructing an objective reality of integration for sectorial management decisions, and this construction involves the transformations of power structures. This article suggests several pragmatic conclusions for IRM practice.
01 Jan 1987
TL;DR: The current decade has brought yet another transformation in the practice and study of human resource management (HRM). The field has discovered, and indeed begun to embrace, a strategic perspective as discussed by the authors.
Abstract: Excerpt] The current decade has brought yet another transformation in the practice and study of human resource management (HRM). The field, for better or for worse, has discovered, and indeed begun to embrace, a strategic perspective. The intellectual energy currently being invested in discussions of the nature, extent, and desirability of this development is a clear indication that something of significance is afoot. Understand it or not, believe in it or not, like it or not, strategy is well on its way to becoming an important paradigm behind much of what HR professionals do and think.
12 Oct 1987
TL;DR: This work introduces a new primitive, the Resource Controller, which abstracts the problem of controlling the total amount of resources consumed by a distributed algorithm, and presents an efficient distributed algorithm to implement this abstraction.
Abstract: We introduce a new primitive, the Resource Controller, which abstracts the problem of controlling the total amount of resources consumed by a distributed algorithm. We present an efficient distributed algorithm to implement this abstraction. The message complexity of our algorithm per participating node is polylogarithmic in the size of the network, compared to the linear cost per node of the naive algorithm. The implementation of our algorithm is simple and practical and the techniques used are interesting because a global quantity is managed in a distributed way. The Resource Controller can be used to construct efficient algorithms for a number of important problems, such as the problem of bounding the worst-case message complexity of a protocol and the problem of dynamically assigning unique names to nodes participating in a protocol.
01 Jan 1987
TL;DR: The authors examines the roots of Britain's training problem, drawing links with long-standing industrial decline and lack of competitiveness, and argues that training has considerable strategic importance in this context, but major attitudinal and structural obstacles are restricting the ability of British management to implement the necessary changes in their human resource management.
Abstract: This paper examines the roots of Britain's training problem, drawing links with long-standing industrial decline and lack of competitiveness. It is argued that training has considerable strategic importance in this context, but major attitudinal and structural obstacles are restricting the ability of British management to implement the necessary changes in their human resource management. A major research program in the UK aimed at understanding and facilitating strategic change and human resource management is described in detail.
TL;DR: In this paper, the authors present a model for anticipating and responding to the human resource management needs of business and present methods for analyzing both external fit (Human Resource Management fits the development state of the organization) and internal fit (the organization components complementing and supporting each other).
Abstract: This article presents a model for anticipating and responding to the human resource management needs of business. It presents methods for analyzing both external fit (Human Resource Management fits the development state of the organization) and internal fit (the organization components complementing and supporting each other) of human resource management. The model and its application result from research conducted in thirty organizations ranging in size from 2000 to 300,000 employees and varing in industry from financial services to consumer products. To develop and demonstrate the application of the model, we present in-depth case studies of four organizations. Implications of the model are discussed.
TL;DR: The causes of forest depletion in the Himalayan region are complex and they vary from one local setting to another, as the result of long historical trends as mentioned in this paper, including the intrusion of modern political and economic systems into the mountains; the growth of modern resource management agencies, notably the Indian Forest Service; and the pressures of rural subsistence and population migrations.
Abstract: The causes of forest depletion in the Himalayan region are complex, and they vary from one local setting to another, as the result of long historical trends. This paper traces three major factors: the intrusion of modern political and economic systems into the mountains; the growth of modern resource management agencies, notably the Indian Forest Service; and the pressures of rural subsistence and population migrations.
01 Jan 1987
TL;DR: In this paper, the role of human resource management at corporate, divisional and business element levels is assessed and potential conflicts between product-market and socio-cultural logics are analyzed.
Abstract: Complex multinational enterprises have to establish human resource policies to meet the needs of different product-markets and socio-cultural environments. How can they tackle this task, central to the challenge of developing a strategic approach to human resource management? This article addresses this question. The multidivisional structure has obviously emerged to cope with different product-markets, and the role of HRM is assessed at corporate, divisional and business element levels. On the other hand, globalism and polycentrism are alternative strategies for adaptation to the different socio-cultural environments of geographic markets. Finally, the potential conflicts between product-market and socio-cultural logics are analyzed.
01 Jan 1987
TL;DR: This volume is intended as an up- to-date reference for use by those interested in the concept of Cockpit Management Resource Training.
Abstract: Cockpit Management Resource (CMR) Training is a relatively new concept in the aviation industry. This volume is intended as an up- to-date reference for use by those interested in the concept. Titles of some representative papers are: Cockpit Reserve Management; Background Studies and Rationale; Cockpit Resource Management; A Tool for Improved Flight Safety; Cockpit Management Training at People Express; Aircrew Team Management Program; The Application of CRM to Military Operations; Techniques for CRM Training; The Effectiveness of CRM Training; CRM Training in Corporate/Regional Operations
TL;DR: In this paper, the authors identify the basic features of a strategic approach to human resource management and examine the strategic contributions of the human resource function to organisations at both the corporate and business levels.
Abstract: Human resource management has been a relative late comer to the arena of strategic management. Consideration of the strategic con tributions of human resource management to organisational functioning and performance requires a qualitatively different approach from that accorded traditional perspectives of personnel management. This article identifies the basic features of a strategic approach to human resource management. The strategic contributions of the human resource function to organisations are examined at both the corporate and business levels. It is argued that at both levels issues arising from the management of people are central to the formulation and implementation of strategy. Formulation is concerned primarily with the choice of a strategy that aligns the organisation's resources and competencies with the opportunities and constraints that characterise its chosen environment. The implications for the human resource function of this search for alignment are explored. Reasons are advanced as t...
01 Jan 1987
TL;DR: The main objective of the workshop was to develop workable guidelines for addressing the problem of resource depletion in the Sahelian and Sudanian zones of West Africa as discussed by the authors, and major policy areas covered include land tenure, water management, household energy use, production systems, and migration.
Abstract: This volume is a compendium of papers presented at the 'Workshop on Desertification Control and Renewable Resource Management' held in Oslo, Norway in June 1986, and sponsored by the Norwegian Ministry of Development Cooperation, the Canadian International Development Agency and the World Bank. The main objective of the workshop was to develop workable guidelines for addressing the problem of resource depletion in the Sahelian and Sudanian zones of West Africa. Major policy areas covered include land tenure, water management, household energy use, production systems, and migration.
Book•
01 Aug 1987
TL;DR: In this paper, the authors present an overview of personnel/human resource management in an environment of personnel and human resources management, including: planning for human resources. Staffing organizational jobs. Compensating employees. Developing employees. Performance management and control.
Abstract: Introduction to personnel/human resource management. Environments of personnel/human resource management. Planning for human resources. Staffing organizational jobs. Compensating employees. Developing employees. Labour relations. Performance management and control.
Book•
01 Jan 1987
TL;DR: The authors discusses the transfer and adaptation of Japanese human resource management practices to Singapore by comparing Japanese parent companies, their subsidiary companies in Singapore, and comparable local Singaporean companies, the modifications to the practices of the Japanese parent company and the adoption of local practices by Japanese management are made evident.
Abstract: This paper discusses the transfer and adaptation of Japanese human resource management practices to Singapore. By comparing Japanese parent companies, their subsidiary companies in Singapore, and comparable local Singaporean companies, the modifications to the practices of the Japanese parent companies and the adoption of local practices by Japanese management are made evident. The findings seem to uphold both the convergence and the contingency theses.