A Correlational Study between IT Governance and the Effect on Strategic Management Functioning among Senior & Middle Management in Medium Scale Software Organizations

ERIC Educational Resources Information Center

Kurien, Sam

2013-01-01

The purpose of the study was to explore whether there are relationships between elements of information technology (IT) governance, strategic planning, and strategic functions among senior and mid-level management at medium-scaled software development firms. Several topics and models of IT governance literature were discussed and the gap in…

Learning Strategic Planning from Australian and New Zealand University Experience

ERIC Educational Resources Information Center

Zhang, Anfu

2014-01-01

Initiating a strategic development plan is necessary for universities to be managed scientifically; a university's strategic development plan includes both the educational philosophy and development orientation as determined by the university, including the future reallocation of resources and measures for their integration. The development…

Collaborative Early Systems Engineering: Strategic Information Management Review

DTIC Science & Technology

2010-09-02

Early Systems Engineering: Strategic Information Management Review 2 Table of Contents Executive Summary...5  Center for Systems Engineering (CSE) .............................................................................. 6...Collaborative Early Systems Engineering .......................................................................... 6  Development Planning

Strategic Human Resource Planning in Academia

ERIC Educational Resources Information Center

Ulferts, Gregory; Wirtz, Patrick; Peterson, Evan

2009-01-01

A strategic plan guides a college in successfully meeting its mission. Based on the strategic plan, a college can develop a human resource plan that will allow it to make management decisions in the present to support the future direction of the college. The overall purpose of human resource management is to: (1) ensure the organization has…

Managing strategic change--strategy, culture and action.

PubMed

Johnson, G

1992-02-01

One of the major problems facing senior executives is that of effecting significant strategic change in their organizations. This paper develops a number of explanatory frameworks which address the links between the development of strategy in organizations, dimensions of corporate culture and managerial action. In considering such linkages, and by illustrating them with examples from work undertaken in companies, the paper also seeks to advance our understanding of the problems and means of managing strategic change.

Strategic wellness management in Finland: The first national survey of the management of employee well-being.

PubMed

Aura, Ossi; Ahonen, Guy; Ilmarinen, Juhani

2010-12-01

To examine the scope of strategic wellness management (SWM) in Finland. To measure management of wellness a strategic wellness management index (SWMI) was developed. On the basis of the developed SWM model an Internet questionnaire was conducted for randomly selected employers representing seven business areas and three size categories. Corporate activities and SWMI for each employer and for business area and size groups were calculated. Results highlighted relatively good activity in strategic wellness (SW) processes and fairly low level of SWM procedures. The average values (± SD) of SWMI were 53.6 ± 12.3 for large, 42.8 ± 11.7 for medium-size, and 32.8 ± 12.1 for small companies. SWMI can be a positive new, strong concept to measure SW processes and thus improve both the well-being of the employees and the productivity of the enterprise.

Implementing Knowledge Management as a Strategic Initiative

DTIC Science & Technology

2003-12-01

Quality Management (TQM); Development Metrics Standards; Philosophy Hierarchical, Centralized or Decentralized; Sociolinguistics ...disciplines of operations research, logic, psychology, philosophy, sociolinguistics , management science, management information science, organizational...needs of customers for America and its Allies.” (CECOM AC Strategic Plan, 2001) Given the mission and vision statements, an organization needs to

Results From the 2014 National Wilderness Manager Survey

Treesearch

Ramesh Ghimire; Ken Cordell; Alan Watson; Chad Dawson; Gary T. Green

2015-01-01

A national survey of managers was developed to support interagency wilderness strategic planning. The focus was on major challenges, perceived needs for science and training, and accomplishments of 1995 Strategic Plan objectives. The survey was administered to managers at the four federal agencies with wilderness management responsibilities: the Bureau of Land...

Managing the Civil-Military Relationship: A Study of Lincoln’s Management of the Army of the Potomac Within the Context of Mission Command

DTIC Science & Technology

2017-06-09

to illuminate how mission command concepts can be applied to strategic military and political relationships. Important to this study is that the...Lincoln’s philosophy of leadership and his management of both strategic relationships and operational action as both developed concurrently throughout...relationship management can or should be applied to a strategic level of the federal government. Further, if applicable, how can this leadership

Optimizing the discovery organization for innovation.

PubMed

Sams-Dodd, Frank

2005-08-01

Strategic management is the process of adapting organizational structure and management principles to fit the strategic goal of the business unit. The pharmaceutical industry has generally been expert at optimizing its organizations for drug development, but has rarely implemented different structures for the early discovery process, where the objective is innovation and the transformation of innovation into drug projects. Here, a set of strategic management methods is proposed, covering team composition, organizational structure, management principles and portfolio management, which are designed to increase the level of innovation in the early drug discovery process.

A Vision for the Future: Site-Based Strategic Planning.

ERIC Educational Resources Information Center

Herman, Jerry J.

1989-01-01

Presents a model to help principals with strategic planning. Success hinges on involving stakeholders, scanning for relevant data, identifying critical success factors, developing vision and mission statements, analyzing the site manager's supports and constraints, creating strategic goals and objectives, developing action plans, allocating…

Perspective Tools of the Strategic Management of VFR Tourism Development at the Regional Level

ERIC Educational Resources Information Center

Gorbunov, Aleksandr P.; Efimova, Ekaterina V.; Kobets, Margarita V.; Kilinkarova, Sofiya G.

2016-01-01

This study is aimed at identifying the perspective tools of strategic management in general and strategic planning of VFR tourism (for the purpose of visiting friends and relatives) at the regional level in particular. It is based on dialectical and logical methods, analysis and synthesis, induction and deduction, the concrete historical and…

Aligning business and information technology domains: strategic planning in hospitals.

PubMed

Henderson, J C; Thomas, J B

1992-01-01

This article develops a framework for strategic information technology (IT) management in hospitals, termed the Strategic Alignment Model. This model is defined in terms of four domains--business strategy, IT strategy, organizational infrastructure, and IT infrastructure--each with its constituent components. The concept of strategic alignment is developed using two fundamental dimensions--strategic fit and integration. Different perspectives that hospitals use for aligning the various domains are discussed, and a prescriptive model of strategic IT planning is proposed.

Creating a living document: developing the National Association of School Nurses Mission Statement for the new millennium.

PubMed

Brandt, C M

1999-12-01

The second in a series of three articles devoted to the development, maintenance, and implementation of the National Association of School Nurses 1998-2001 Strategic Plan and how it relates to the practice of school nurses. Information about the development of a mission/vision statement for the organization is given along with strategies for developing a local school district school health program strategic plan. A previous Nursing Practice Management section article discussed the development of the Association's strategic plan considering the changing health care climate, the shifting needs of school children, and the economic climate for school funding. A future Nursing Practice Management section article will discuss the implementation of the seven goal areas in the National Association of School Nurses 1998-2001 Strategic Plan.

Strategic directions for developing the Australian general practice nurse role in cardiovascular disease management.

PubMed

Halcomb, Elizabeth J; Davidson, Patricia M; Yallop, Julie; Griffiths, Rhonda; Daly, John

2007-08-01

Practice nursing is an integral component of British and New Zealand primary care, but in Australia it remains an emerging specialty. Despite an increased focus on the Australian practice nurse role, there has been limited strategic role development, particularly relating to national health priority areas. This paper reports the third stage of a Project exploring the Australian practice nurse role in the management of cardiovascular disease (CVD). This stage involved a consensus development conference, undertaken to identify strategic, priority recommendations for practice nurse role development. 1. Practice nurses have an important role in developing systems and processes for CVD management; 2. A change in the culture of general practice is necessary to promote acceptance of nurse-led CVD management; 3. Future research needs to evaluate specific models of care, incorporating outcome measures sensitive to nursing interventions; 4. Considerable challenges exist in conducting research in general practice; and 5. Changes in funding models are necessary for widespread practice nurse role development. The shifting of funding models provides evidence to support interdisciplinary practice in Australian general practice. The time is ripe, therefore, to engage in prospective and strategic planning to inform development of the practice nurse role.

76 FR 18555 - Statement of Organization, Functions, and Delegations of Authority

Federal Register 2010, 2011, 2012, 2013, 2014

2011-04-04

... leadership over the strategic planning process and the development of CMS strategic goals, metrics, and plans. Direct the development of financial and health care trend analysis and management insight report to inform senior CMS leadership strategic decision making. Set priorities for CSP direction, budget...

[Managing a health research institute: towards research excellence through continuous improvement].

PubMed

Olmedo, Carmen; Buño, Ismael; Plá, Rosa; Lomba, Irene; Bardinet, Thierry; Bañares, Rafael

2015-01-01

Health research institutes are a strategic commitment considered the ideal environment to develop excellence in translational research. Achieving quality research requires not only a powerful scientific and research structure but also the quality and integrity of management systems that support it. The essential instruments in our institution were solid strategic planning integrated into and consistent with the system of quality management, systematic evaluation through periodic indicators, measurement of key user satisfaction and internal audits, and implementation of an innovative information management tool. The implemented management tools have provided a strategic thrust to our institute while ensuring a level of quality and efficiency in the development and management of research that allows progress towards excellence in biomedical research. Copyright © 2015 SESPAS. Published by Elsevier Espana. All rights reserved.

Designing and Managing a Strategic Academic Alliance: An Australian University Experience

ERIC Educational Resources Information Center

Ryan, Lindsay; Morriss, Ross

2005-01-01

Purpose--This article outlines the experience and approach of an Australian university in developing and managing education program partnerships within industry. Design/methodology/approach--Describes how the university has established a specialist Strategic Partnerships unit for managing the customisation and delivery of postgraduate award…

Strategic and tactical fuel treatment evaluation tools

Treesearch

Ken Skog

2007-01-01

Strategic identification and local placement of fuel treatments are significant regional and local forest management problems addressed by two tools developed by Forest Service Research and Development.

Nurse manager succession planning: a concept analysis.

PubMed

Titzer, Jennifer L; Shirey, Maria R

2013-01-01

The current nursing leadership pipeline is inadequate and demands strategic succession planning methods. This article provides concept clarification regarding nurse manager succession planning. Attributes common to succession planning include organizational commitment and resource allocation, proactive and visionary leadership approach, and a mentoring and coaching environment. Strategic planning, current and future leadership analysis, high-potential identification, and leadership development are succession planning antecedents. Consequences of succession planning are improved leadership and organizational culture continuity, and increased leadership bench strength. Health care has failed to strategically plan for future leadership. Developing a strong nursing leadership pipeline requires deliberate and strategic succession planning. © 2013 Wiley Periodicals, Inc.

The Strategic Management of Human Capital: Issues and Ideas

ERIC Educational Resources Information Center

Berry, Barnett

2008-01-01

Most recently a number of school districts, with support from growing numbers of philanthropic foundations, have been honing in on the strategic management of human capital(SMHC)--which has been defined as "the acquisition, development, performance management and retention of top talent." Granted, over the last two decades policymakers and…

Strategic Planning Methodology for Financial Management in the Department of the Navy

DTIC Science & Technology

1983-05-24

objectives for accounting and financial management systems improvement for the Department of the Navy (DON) and for developing DON policy for overall...Strategic Financial Management Plan, in which we have provided recommendations for improving the planning process. This wedge packet is intended to provide a

Adapting a strategic management model to hospital operating strategies. A model development and justification.

PubMed

Swinehart, K; Zimmerer, T W; Oswald, S

1995-01-01

Industrial organizations have employed the process of strategic management in their attempts to cope effectively with global competitive pressures, while attempting to build and maintain competitive advantage. With health-care organizations presently trying to cope with an increasingly turbulent environment created by the uncertainty as to pending legislation and anticipated reform, the need for such organizational strategic planning is apparent. Presents and discusses a methodology for adapting a business-oriented model of strategic planning to health care.

Strategic Leader Development for a 21st Century Army

DTIC Science & Technology

2008-04-30

Fall of Strategic Planning. New York, NY: The Free Press, 1994. Northouse , Peter G. Leadership : Theory and Practice. Thousand Oaks, CA: Sage...TERMS Strategic Leadership ; Strategic Thinking; Contemporary Operational Environment; Adaptability; Self Awareness; Complexity; Officer Education...managing today’s fluid operational environment. The concept of strategic leadership , therefore, must be examined closely in Army doctrine. Social

Unmasking the Capability of Strategic Learning: A Validation Study

ERIC Educational Resources Information Center

Siren, Charlotta A.

2012-01-01

Purpose: The strategic learning perspective has attracted increased interest among strategic management scholars, yet the operationalisation of this concept is still in its infancy. The aim of this study is to develop a multidimensional understanding of the strategic learning process and to build an instrument to measure this concept.…

Strategic Investments Overview

NASA Technical Reports Server (NTRS)

Comstock, Doug

2004-01-01

This viewgraph presentation provides an overview of the organizational hierarchy for strategic management and strategic investments at NASA. The presentation also relates these topics to the budgets it submits to Congress, strategies for space exploration research and development, and systems analysis.

Strategy and the Learning Organization: A Maturity Model for the Formation of Strategy

ERIC Educational Resources Information Center

Kenny, John

2006-01-01

Purpose: To develop a theoretical model for strategic change that links learning in an organization to the strategic process. Design/methodology/approach: The model was developed from a review of literature covering a range of areas including: management, strategic planning, psychology of learning and organizational learning. The process of…

Science-based strategic planning for hazardous fuel treatment.

Treesearch

D.L. Peterson; M.C. Johnson

2007-01-01

A scientific foundation coupled with technical support is needed to develop long-term strategic plans for fuel and vegetation treatments on public lands. These plans are developed at several spatial scales and are typically a component of fire management plans and other types of resource management plans. Such plans need to be compatible with national, regional, and...

Development and Construct Validation of a Situational Judgment Test of Strategic Knowledge of Classroom Management in Elementary Schools

ERIC Educational Resources Information Center

Gold, Bernadette; Holodynski, Manfred

2015-01-01

The current study describes the development and construct validation of a situational judgment test for assessing the strategic knowledge of classroom management in elementary schools. Classroom scenarios and accompanying courses of action were constructed, of which 17 experts confirmed the content validity. A pilot study and a cross-validation…

Change Management and the SENCo Role: Developing Key Performance Indicators in the Strategic Development of Inclusivity

ERIC Educational Resources Information Center

Done, Liz; Murphy, Mike; Watt, Mia

2016-01-01

This article follows an earlier publication highlighting the changing role of special educational needs co-ordinators (SENCos) in England. SENCos are now required to manage change strategically and deliver inclusive school cultures. School-based action research undertaken by a teacher studying for the postgraduate National Award for SEN…

The strategic skills of business continuity managers: putting business continuity management into corporate long-term planning.

PubMed

Wong, Wei Ning Zechariah

2009-11-01

Despite its rapid development in the last two decades, business continuity management (BCM) as a discipline and a profession is still regarded by many as an operational entity of management. Two main issues are discussed in this paper: the role of BCM in strategic management and the strategic skills of business continuity managers. These issues are crucial as they represent the role of BCM in high-level corporate management. The paper discusses the importance of BCM in the long-term planning of organisational success and the preservation of future competitiveness. Finally, salient points that underpin the importance of its role in sustaining organisational performance are addressed.

National Risk Management Research Laboratory Strategic plan and Implementation - Overview

EPA Science Inventory

This publication provides an overview of the strategic plan recently developed by the National Risk Management Research Laboratory (NRMRL). It includes a description of NRMRL's mission and goals and their alignment with Agency goals. Additionally, the overview contains a brief se...

Hoshin Kanri: a technique for strategic quality management.

PubMed

Tennant, C; Roberts, P A

2000-01-01

This paper describes a technique for Strategic Quality Management (SQM), known as Hoshin Kanri, which has been operated as a management system in many Japanese companies since the 1960s. It represents a core aspect of Japanese companies' management systems, and is stated as: the means by which the overall control system and Total Quality Management (TQM) are deployed. Hoshin Kanri is not particularly unique in its concept of establishing and tracking individual goals and objectives, but the manner in which the objectives and the means to achieve them are developed and deployed is. The problem with applying the concept of Strategic Quality Management (SQM) using Hoshin Kanri, is that it can tend to challenge the traditional authoritarian strategic planning models, which have become the paradigms of modern business. Yet Hoshin Kanri provides an appropriate tool for declaration of the strategic vision for the business while integrating goals and targets in a single holistic model. There have been various adaptations of Hoshin Kanri to align the technique to Western thinking and management approaches, yet outside Japan its significance has gone largely unreported. It is proposed that Hoshin Kanri is an effective methodology for SQM, which has a number of benefits over the more conventional planning techniques. The benefits of Hoshin Kanri as a tool for Strategic Quality Management (SQM) compared to conventional planning systems include: integration of strategic objectives with tactical daily management, the application of the plan-do-check-act cycle to business process management, parallel planning and execution methodology, company wide approach, improvements in communication, increased consensus and buy-in to goal setting, and cross-functional-management integration.

Strategic management of research and development: A literature search

NASA Technical Reports Server (NTRS)

Sterkin, Carol K. (Compiler)

1988-01-01

Each abstract was reviewed as to its described contents and potential applicability to the topics expected to be addressed at the 1988 National Conference on strategic management of research and development. In each section the citations are listed alphabetically by senior or corporate author. The names, addresses, and telephone numbers of organizations from which the listed material may be requested, are provided.

The Strategic Management of Human Capital: Brief Reflections and a Few Propositions

ERIC Educational Resources Information Center

Berry, Barnett

2008-01-01

The author shares how he was fascinated by the recent interest in and focus on the strategic management of human capital (SMHC)--which has been defined as "the acquisition, development, performance management and retention of top talent in the nation's schools." It is one thing to identify talented educators; it is another to utilize them…

The Need for a Strategic Foundation for Digital Learning and Knowledge Management Solutions

ERIC Educational Resources Information Center

Asgarkhani, Mehdi

2004-01-01

This paper elaborates on the importance of a strategic foundation when digital learning or knowledge management (KM) solutions are planned and developed. It looks at some key issues of e-Learning and knowledge management (KM) through discussing the various stages (technologies) and potential benefits of e-Learning; the state of the e-Learning…

13 CFR 307.9 - Revolving Loan Fund Plan.

Code of Federal Regulations, 2010 CFR

2010-01-01

... lending area under § 307.18, a change in critical management staff, or a change to the strategic purpose...-approved economic development plan, if applicable, for the Region. (2) The Plan must identify the strategic... management procedures, including loan processing, underwriting, closing, disbursements, collections...

Strategic Management in the Community College.

ERIC Educational Resources Information Center

Myran, Gunder A.

1983-01-01

Defines strategic management and discusses its role in community colleges, focusing on the components and methodology of strategic management, strategic and operational management function, management teams, and the need for strategic management. (DMM)

Forming system of strategic innovation management at high-tech engineering enterprises

NASA Astrophysics Data System (ADS)

Ergunova, O. T.; Lizunkov, V. G.; Malushko, E. Yu; Marchuk, V. I.; Ignatenko, A. Yu

2017-02-01

The article considers the processes of forming the strategic system of innovative activity management at the enterprises of a high-tech mechanical engineering complex (MEC) that are traditionally decisive in shaping the economic base of Russia. The authors proposed a method of designing a strategic system of innovative activity management at the MEC’s enterprises of the region which is based on the consideration of means and opportunities of the enterprise to implement intellectual activity. The proposed methodology and the empirical results constituted a ground for developing a system of strategic innovation management when performing the state-guaranteed order at the hi-tech MEC enterprises. Its implementation will help to reduce the level of uncertainty throughout the entire life cycle of an innovative activity product.

Processing of intended and unintended strategic issues and integration into the strategic agenda.

PubMed

Ridder, Hans-Gerd; Schrader, Jan Simon

2017-11-01

Strategic change is needed in hospitals due to external and internal pressures. However, research on strategic change, as a combination of management and medical expertise in hospitals, remains scarce. We analyze how intended strategic issues are processed into deliberate strategies and how unintended strategic issues are processed into emergent strategies in the management of strategy formation in hospitals. This study empirically investigates the integration of medical and management expertise in strategy formation. The longitudinal character of the case study enabled us to track patterns of intended and unintended strategic issues over 2 years. We triangulated data from interviews, observations, and documents. In accordance with the quality standards of qualitative research procedures, we analyzed the data by pattern matching and provided analytical generalization regarding strategy formation in hospitals. Our findings suggest that strategic issues are particularly successful within the strategy formation process if interest groups are concerned with the strategic issue, prospective profits are estimated, and relevant decisions makers are involved early on. Structure and interaction processes require clear criteria and transparent procedures for effective strategy formation. There is systematic neglect of medical expertise in processes of generating strategies. Our study reveals that the decentralized structure of medical centers is an adequate template for both the operationalization of intended strategic issues and the development of unintended strategic issues. However, tasks, roles, responsibility, resources, and administrative support are necessary for effective management of strategy formation. Similarly, criteria, procedures, and decision-making are prerequisites for effective strategy formation.

Advanced rural transportation systems (ARTS) : strategic plan

DOT National Transportation Integrated Search

1997-08-01

This Strategic Plan has been developed for the Advanced Rural Transportation Systems (ARTS) portion of the ITS Program. The plan focuses on the Federal Government's role in developing rural ITS options and prudently managing emerging ITS technologies...

The science of Strategic Communication and its utility in natural resource management

EPA Science Inventory

The field of Strategic Communication involves a focused effort to identify, develop, and present multiple types of communication media on a given subject. A Strategic Communication program recognizes the limitations of the most common communication models (primarily "one si...

Team Culture and Business Strategy Simulation Performance

ERIC Educational Resources Information Center

Ritchie, William J.; Fornaciari, Charles J.; Drew, Stephen A. W.; Marlin, Dan

2013-01-01

Many capstone strategic management courses use computer-based simulations as core pedagogical tools. Simulations are touted as assisting students in developing much-valued skills in strategy formation, implementation, and team management in the pursuit of superior strategic performance. However, despite their rich nature, little is known regarding…

Middle manager involvement in strategy development in not-for profit organizations: the director of nursing perspective--how organizational structure impacts on the role.

PubMed

Carney, M

2004-01-01

An attempt was made to link organizational structure and strategic management and, in the process, to identify how organizational structure impacts on the strategic management role of Directors of Nursing working in acute care hospitals in the Republic of Ireland. Directors of Nursing are recognized as holding a pivotal role in health care delivery. The need for their involvement in strategic management is acknowledged, yet it is not clear if this role is influenced by organizational structure. It is recognized that strategic involvement increases the likelihood that middle managers' initiatives will be in line with top management's concept of corporate strategy. The principal thesis is that organizational members will exercise a higher level of strategic consensus if they have been initially involved in the development of strategy. The study was undertaken in not-for-profit health service organizations, through a series of 25 semi-structured interviews with Directors of Nursing. The review of the literature was undertaken simultaneously with grounded theory analysis of the interviews. This research suggests that structure does impact on the role, conferring both positive benefits and negative consequences. Structure is identified in this study, in terms of organizational hierarchy, and the locus of control pertaining in each organization. Two predominating structure models are discussed and analysed.

Management Development: The State of the Art as Perceived by HRD Professionals.

ERIC Educational Resources Information Center

Rothwell, William J.; Kazanas, H. C.

1994-01-01

Reviews the literature on management development and summarizes results of a survey of human resources development (HRD) professionals' perceptions about management development practices. Topics discussed include identifying management development needs; strategic business plans, succession plans, and individual development plans; frequency and…

Strategic Enrollment Management (SEM) Decisions and Geographic Information Systems (GIS) for Community Colleges

ERIC Educational Resources Information Center

Baldin, Antoinette M.

2013-01-01

With the changing landscape in enrollment options for potential community college students, community college administrators are looking for ways to forecast enrollment by using strategic enrollment management models. Today, community colleges' administration is challenged to develop, use, and implement enrollment models that support their…

Strategic planning: health plan perspective.

PubMed

Mills, P S

1990-01-01

The managed care industry is one of the most dynamic industries in the health care business. The development of new products, formation of alliances, changes in legislation and other types of changes are regular occurrences. This kind of dynamic environment makes it more important than ever to use strategic planning to guide management decisions.

13 CFR 307.9 - Revolving Loan Fund Plan.

Code of Federal Regulations, 2011 CFR

2011-01-01

... § 307.18, a change in critical management staff, or a change to the strategic purpose of the RLF, must... development plan, if applicable, for the Region. (2) The Plan must identify the strategic purpose of the RLF... must demonstrate an adequate understanding of commercial loan portfolio management procedures...

Strategic thinking and its related factors in a medical science university in Iran

PubMed Central

Salavati, Sedigheh; Veshareh, Effat Jahanbani; Safari, Hossein; Veysian, Amir; Amirnezhad, Ghanbar

2017-01-01

Background Having strategic thinking is necessary in order to anticipate future changes and make strategic decisions. This study was carried out to assess the strategic thinking level in managers and personnel of Ahvaz Jundishapour University of Medical Science (AJUMS) - a public university in Iran. Methods It was a cross-sectional and analytical study and all managers (50) as well as a sample of personnel (200) from AJUMS participated in it. A researcher-made questionnaire was used in order to measure four dimensions of strategic thinking, including system thinking, futurism, conceptual thinking, and intelligent opportunism along with demographic and organizational characteristics of respondents. Statistical analysis was done by Freedman ranking test, one-way ANOVA, and Independent-samples t-test in SPSS software version 16. Results Strategic thinking in managers (5.62±0.51) and personnel (5.22±0.4), was evaluated at a somewhat high level. The maximum score among strategic thinking dimensions in managers (5.62±0.42) and personnel (5.52±0.43) was related to conceptual thinking that was in “good” level. A significant relationship was seen between intelligent opportunism dimension with job location in managers and education degree in personnel (p≤0.005). Also, there was a significant relationship between future dimension in managers and personnel with education degrees (p≤0.005). There was a significant difference between managers and employees in future dimension (p=0.018). Conclusion It seems that the participants have acceptable strategic thinking levels, although there is still room for improvement. Therefore, considering the factors such as educational development of managers and personnel can be very useful in this regard. PMID:28713504

Strategic thinking and its related factors in a medical science university in Iran.

PubMed

Salavati, Sedigheh; Veshareh, Effat Jahanbani; Safari, Hossein; Veysian, Amir; Amirnezhad, Ghanbar

2017-05-01

Having strategic thinking is necessary in order to anticipate future changes and make strategic decisions. This study was carried out to assess the strategic thinking level in managers and personnel of Ahvaz Jundishapour University of Medical Science (AJUMS) - a public university in Iran. It was a cross-sectional and analytical study and all managers (50) as well as a sample of personnel (200) from AJUMS participated in it. A researcher-made questionnaire was used in order to measure four dimensions of strategic thinking, including system thinking, futurism, conceptual thinking, and intelligent opportunism along with demographic and organizational characteristics of respondents. Statistical analysis was done by Freedman ranking test, one-way ANOVA, and Independent-samples t-test in SPSS software version 16. Strategic thinking in managers (5.62±0.51) and personnel (5.22±0.4), was evaluated at a somewhat high level. The maximum score among strategic thinking dimensions in managers (5.62±0.42) and personnel (5.52±0.43) was related to conceptual thinking that was in "good" level. A significant relationship was seen between intelligent opportunism dimension with job location in managers and education degree in personnel (p≤0.005). Also, there was a significant relationship between future dimension in managers and personnel with education degrees (p≤0.005). There was a significant difference between managers and employees in future dimension (p=0.018). It seems that the participants have acceptable strategic thinking levels, although there is still room for improvement. Therefore, considering the factors such as educational development of managers and personnel can be very useful in this regard.

Role of strategic planning in engineering management

NASA Technical Reports Server (NTRS)

Krishen, Kumar

1993-01-01

Today, more than ever before, engineers are faced with uncertain and sometimes chaotic environments in which to function. The traditional roles of an engineer to design, develop, and streamline a manufacturing process for a product are still valued and relevant. However, the need for an engineer to participate in the process of identifying the product to be developed, the schedule and resources required, and the goal of satisfying the customer, has become paramount to achieving the success of the enterprise. When we include these endeavors in the functions of an engineer, management of 'engineering' takes on a new dimension. In this paper, the ramifications of the changing and increased functions of an engineer and consequent impacts on engineering management are explored. The basic principles which should be invoked in order to embrace the new environment for engineering management are outlined. The ultimate finding of this study is that the enterprise strategic plan should be developed in such a way as to allow engineering management to encompass the full spectrum of the responsibilities of engineers. A consequence of this is that the fundamental elements of the strategic process can best be implemented through a project team or group approach. The paper thus concentrates on three areas: evolving environment, strategic plan, and ways to achieve enterprise success.

The Strategic Data Project's Strategic Performance Indicators

ERIC Educational Resources Information Center

Page, Lindsay C.; Fullerton, Jon; Bacher-Hicks, Andrew; Owens, Antoniya; Cohodes, Sarah R.; West, Martin R.; Glover, Sarah

2013-01-01

Strategic Performance Indicators (SPIs) are summary measures derived from parallel, descriptive analyses conducted across educational agencies. The SPIs are designed to inform agency management and efforts to improve student outcomes. We developed the SPIs to reveal patterns common across partner agencies, to highlight exceptions to those…

A Multicultural Competencies Approach to Developing Human Capital Management

NASA Astrophysics Data System (ADS)

Woolliscroft, Paul; Cagáňová, Dagmar; Čambál, Miloš; Šefčíková, Miriam; Kamenova, Joana Valery

2012-12-01

The globalisation phenomenon has been prevalent since the last decade of 20th century and remains a significant factor influencing both organisations and individuals today. Within a globalised business environment the effective management of multicultural aspects and differences has become imperative to ensure success. It is increasingly evident there is a need to develop a clear understanding of multicultural competencies in order to fully develop a strategic approach to human capital management (HCM). The adoption of a strategic approach is necessary to ensure a focus on the issues critical to success and competitive advantage including multicultural management, professional skills and knowledge management. This paper aims to identify the importance of intercultural management and the impact of globalisation upon international business.

Planning for strategic change? A participative planning approach for community hospitals.

PubMed

MacDonald, S K; Beange, J E; Blachford, P C

1992-01-01

Strategic planning is becoming to hospitals what business case analysis is to private corporations. In fact, this type of planning is becoming essential for the professional management of Ontario hospitals. The participative strategic planning process at Toronto East General Hospital (TEGH) is an example of how a professionally structured and implemented strategic planning process can be successfully developed and implemented in a community hospital. In this article, the environmental factors driving planning are reviewed and the critical success factors for the development and implementation of a strategic plan are examined in the context of TEGH's experience.

The Education and Development of Strategic Planners in the Navy

DTIC Science & Technology

1990-12-01

MANAGEMENT .................. 23 C. SUBSEQUENT TOURS .......... .............. ....... 24 V. GRADUATE LEVEL EDUCATION FOR STRATEGIC PLANNERS .... 26 A...experience coded officers. A comparison was conducted in an attempt to determine any trends that may prove beneficial for creating better career management ...plans, which the Center for Naval Analysis (CNA) manages for OP-07 (Director of Naval Warfare) [Ref. i] In addition to the master plans, the CNO has

The Dreyfus Model of Skill Acquisition: A Career Development Framework for Succession Planning and Management in Academic Libraries

ERIC Educational Resources Information Center

Hall-Ellis, Sylvia D.; Grealy, Deborah S.

2013-01-01

Succession planning and management are critical parts of strategic planning for libraries in the twenty-first century. Making certain that the right people are in place with the prerequisite training and experience to assume leadership positions is a vital part of strategic planning and talent management in libraries that rely on teams of people…

Establishing a nursing strategic agenda: the whys and wherefores.

PubMed

Young, Claire

2008-01-01

The health system nursing leader is responsible for providing high-quality, service-oriented nursing care to deliver such care with disciplined cost management; to lead and develop a group of nursing executives and managers at the facility level; to establish nursing professional development programs; to build and maintain an effective supply of nurses; and to advocate for nurses and patients. Balancing these imperatives requires thoughtful strategic planning and disciplined execution. In their absence, organizations flounder to address a single problem in isolation and struggle to perform against outcomes. One organization approached the challenge by engaging in a comprehensive, accelerated strategic planning process. The experience brought together 11 hospital nursing executives in consensus around a prioritized strategic agenda. This article is a case study of the approach used to define a nursing agenda.

Strategic Planning in an Educational Development Centre: Motivation, Management, and Messiness

ERIC Educational Resources Information Center

Albon, Simon P.; Iqbal, Isabeau; Pearson, Marion L.

2016-01-01

Strategic planning in universities is frequently positioned as vital for clarifying future directions, providing a coherent basis for decision-making, establishing priorities, and improving organizational performance. Models for successful strategic planning abound and often present the process as linear and straightforward. In this essay, we…

Strategic plan creates a blueprint for budgeting.

PubMed

Cook, D

1990-05-01

Effective healthcare organizations develop budgets that reflect and support a strategic plan. Senior managers set a framework that expresses the hospital's future strategic objectives. The budget enables executives to determine which specific service lines are profitable or unprofitable. Administrators and clinicians at all levels are involved in the budgeting process.

24 CFR 91.415 - Strategic plan.

Code of Federal Regulations, 2011 CFR

2011-04-01

... 24 Housing and Urban Development 1 2011-04-01 2011-04-01 false Strategic plan. 91.415 Section 91... Plan § 91.415 Strategic plan. Strategies and priority needs must be described in the consolidated plan... addressing underserved needs. (Approved by the Office of Management and Budget under control number 2506-0117) ...

24 CFR 91.415 - Strategic plan.

Code of Federal Regulations, 2010 CFR

2010-04-01

... 24 Housing and Urban Development 1 2010-04-01 2010-04-01 false Strategic plan. 91.415 Section 91... Plan § 91.415 Strategic plan. Strategies and priority needs must be described in the consolidated plan... addressing underserved needs. (Approved by the Office of Management and Budget under control number 2506-0117) ...

78 FR 21393 - Notice of Submission of Proposed Information Collection to OMB; Standardized Form for Collecting...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-04-10

... Ethnic Data AGENCY: Office of Strategic Planning and Management, HUD. ACTION: Notice of proposed... Division, Office of Strategic Planning and Management Department of Housing and Urban Development, 451 7th... reporting. Agency form numbers, if applicable: HUD-27061, identified on Grants.gov as HUD Race Ethnic Form...

Technological Innovation and Strategic Human Resource Management: Developing a Theory.

ERIC Educational Resources Information Center

Gattiker, Urs E.

Technological innovation affects the structure and content of jobs. Research indicates that there is a need for a theory of technological innovation and strategic human resource management considering several factors, such as an employee's beliefs about the effect of technological innovations on the quality of work life and work content.…

Supply Chain Development: Insights from Strategic Niche Management

ERIC Educational Resources Information Center

Caniels, Marjolein C. J.; Romijn, Henny A.

2008-01-01

Purpose: The purpose of this paper is to contribute to the study of supply chain design from the perspective of complex dynamic systems. Unlike extant studies that use formal simulation modelling and associated methodologies rooted in the physical sciences, it adopts a framework rooted in the social sciences, strategic niche management, which…

San Bernardino Valley College Strategic Enrollment Management Plan: Recruitment and Retention, 2000-2002.

ERIC Educational Resources Information Center

Romero, David T., Ed.

The San Bernardino Valley College (California) Strategic Enrollment Management (SEM) Plan was developed to specifically increase student enrollment and to improve retention over 2000-2002, and thereafter. Presents the SEM plan in two parts: recruitment and retention. The date, description, action, person responsible, date needed, date completed,…

Helping Undergraduates Think Like a CEO: The APPLE Analysis as a Teaching Tool for Strategic Management

ERIC Educational Resources Information Center

Domke-Damonte, Darla J.; Keels, J. Kay; Black, Janice A.

2013-01-01

This paper presents a class assignment, entitled the APPLE Analysis, for developing pre-analysis comprehension about company conditions, resources and challenges as a part of the undergraduate strategic management capstone course. Because undergraduate students lack the causal maps of seasoned executives, this assignment helps students to develop…

U.S. Strategic Nuclear Forces: Background, Developments, and Issues

DTIC Science & Technology

2017-02-10

Department of Energy questioned the management practices at the National Nuclear Security Administration (NNSA), which is responsible for the LEP, arguing...U.S. Strategic Nuclear Forces: Background, Developments, and Issues Amy F. Woolf Specialist in Nuclear Weapons Policy February 10, 2017...

Strategic management of technostress. The chaining of Prometheus.

PubMed

Caro, D H; Sethi, A S

1985-12-01

The article proposes the concept of technostress and makes a strong recommendation for conducting research based on key researchable hypotheses. A conceptual framework of technostress is suggested to provide some focus to future research. A number of technostress management strategies are put forward, including strategic technological planning, organization culture development, technostress monitoring systems, and technouser self-development programs. The management of technostress is compared to the chaining of Prometheus, which, left uncontrolled, can create havoc in an organization. The authors believe that organizations have a responsibility to introduce, diffuse, and manage computer technology in such a way that it is congruent with the principles of sound, supportive, and humanistic management.

Effective real estate management helps IDSs meet strategic objectives.

PubMed

Campobasso, F D

2000-05-01

As IDSs expand their healthcare delivery networks, they acquire an increasingly diverse array of real estate assets. Managing these assets effectively requires a comprehensive real estate strategy. To develop such a strategy, the IDS should form a strategic real estate planning team. The team's role should be to conduct market research; assess the strategic value of the IDS's real estate portfolio; recommend strategies for disposing of unnecessary, underperforming, or mis-aligned assets; evaluate new real estate acquisitions or development projects that may be required to achieve the organization's mission and/or protect market share; and recommend a financing approach that fits the real estate strategy.

76 FR 38672 - Order of Succession for the Office of Strategic Planning and Management

Federal Register 2010, 2011, 2012, 2013, 2014

2011-07-01

... Office of Strategic Planning and Management AGENCY: Office of Strategic Planning and Management, HUD... Planning and Management, designates the Order of Succession for the Office of Strategic Planning and..., 2011. FOR FURTHER INFORMATION CONTACT: Nina M. Coward, Office of Strategic Planning and Management...

Strategic marketing in the NHS: Kwik-health NHS Trust.

PubMed

Laing, A W; Galbraith, A

1995-01-01

Unlike managers in most service organizations, hospital managers do not have significant control over the shape or cost of the service product or the manner of its delivery. Hence, the crucial issue for hospital management to address is how to develop the marketing of a service the control of which is divorced from those with the strategic market perspective. While the internal management of hospital care in NHS is in its infancy, initial developments such as clinical directorates point the way forward in creating a market orientation within provider units. Ultimately, it must be considered what degree of influence over clinical decisions affecting hospital services is realistic, ethical and desirable for strategic marketing and business services. Arguably there is a case for the adoption of some middle ground, with both sides moving from their present positions but perhaps with the clinicians moving furthest.

75 FR 28811 - Statement of Organization, Functions, and Delegations of Authority

Federal Register 2010, 2011, 2012, 2013, 2014

2010-05-24

... comprehensive strategic human resource leadership and career training and development program for all... statement for the Office of Health and Safety (CAJP), insert the following: Human Capital Management Office... training programs; (3) develops, designs, and implements a comprehensive strategic human resource...

Organisation Development through Management Development: The United Biscuits Example.

ERIC Educational Resources Information Center

Campbell, Andrew; Winterburn, Den

1988-01-01

The success of the strategic management program developed by United Biscuits (United Kingdom) for senior managers resulted from (1) tailoring the program to organizational and individual needs; (2) using company-specific material; (3) involving top management; and (4) using a follow-up program. (JOW)

Toward a Practice Perspective on Strategic Organizational Learning

ERIC Educational Resources Information Center

Voronov, Maxim

2008-01-01

Purpose: The purpose of this paper is to add to the emerging literatures on organizational learning and strategic management by developing a practice perspective on strategic organizational learning (SOL). While the literature on SOL has been growing, much of it has targeted exclusively practitioners and has not yet elaborated the mechanics and…

The Power of Work Experiences: Characteristics Critical to Developing Expertise in Strategic Thinking

ERIC Educational Resources Information Center

Goldman, Ellen F.

2008-01-01

The ability to think strategically is an increasingly important requirement for managers at all organizational levels. HRD (human resource development) professionals have attempted to help develop this ability through work experiences. However, research identifying which work experiences are most beneficial is limited. As a result, HRD efforts may…

Defining Strategic and Excellence Bases for the Development of Portuguese Higher Education

ERIC Educational Resources Information Center

Rosa, Maria Joao; Saraiva, Pedro M.; Diz, Henrique

2005-01-01

A self-assessment model was developed for the Portuguese higher education institutions (HEIs) which was based on an empirical study aiming at better understanding their strategic and quality management and innovation practices and tools and on the study of several quality assessment models developed both for HEIs and business organisations. From…

A Strategic Plan of Academic Management System as Preparation for EAC Accreditation Visit--From UKM Perspective

ERIC Educational Resources Information Center

Ab-Rahman, Mohammad Syuhaimi; Yusoff, Abdul Rahman Mohd; Abdul, Nasrul Amir; Hipni, Afiq

2015-01-01

Development of a robust platform is important to ensure that the engineering accreditation process can run smoothly, completely and the most important is to fulfill the criteria requirements. In case of Malaysia, the preparation for EAC (Engineering Accreditation Committee) assessment required a good strategic plan of academic management system…

ORD Strategic Action Plan for Information Management / Information Technology 2011

EPA Science Inventory

ORD's Strategic Action Plan for IM/IT (2011) was collaboratively developed with input from ORD research and administrative personnel. It identifies actions necessary to support ORD's priority IM and IT needs.

77 FR 54615 - Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan

Federal Register 2010, 2011, 2012, 2013, 2014

2012-09-05

... Manager, Strategic Management Program; National Transportation Safety Board, 490 L'Enfant Plaza SW., MD-1... NATIONAL TRANSPORTATION SAFETY BOARD Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan AGENCY: National Transportation Safety Board. ACTION: Notice: Request for comments. SUMMARY: This...

Enhancing the nurses' role in healthcare delivery through strategic management: recognizing its importance or not?

PubMed

Carney, Marie

2009-09-01

To determine the importance of strategy in nursing management and to establish if strategic management has entered the lexicon of nurses' vocabulary. Developing and managing strategy is a critical success factor for health care managers. It remains unclear if nurse managers view strategy development as their role. A review of scholarly International nursing and management literature, available through CINAHL and PUBMED Data Bases was undertaken. The titles of 1063 articles, published between 1997 and 2007 were examined in order to determine the profile of strategy in those titles. Documentary analysis was undertaken on a random sample of 250 of those articles and on the full text of a further 100. Less than 10% of journal titles contained the word strategy. What was presented as strategy was in the majority of cases describing policy, administration or management. Little formal strategy theory was evident. The nursing profession does not appear to have adopted the terms strategy or strategic management to any great extent. Nurse Managers could play a greater role in enhancing healthcare delivery if an understanding of, and acceptance of the importance of strategy in health care delivery was promoted.

Formulating New Directions with Strategic Marketing Planning.

ERIC Educational Resources Information Center

Crompton, John L.

1983-01-01

This article describes both a short- and long-term strategic marketing planning approach for the parks and recreation manager. Both plans involve a needs assessment, objective development, marketing plans, and evaluations. Also discussed is a continuum of stragetic program options ranging from developing new programs to terminating existing…

Make-to-order manufacturing - new approach to management of manufacturing processes

NASA Astrophysics Data System (ADS)

Saniuk, A.; Waszkowski, R.

2016-08-01

Strategic management must now be closely linked to the management at the operational level, because only in such a situation the company can be flexible and can quickly respond to emerging opportunities and pursue ever-changing strategic objectives. In these conditions industrial enterprises seek constantly new methods, tools and solutions which help to achieve competitive advantage. They are beginning to pay more attention to cost management, economic effectiveness and performance of business processes. In the article characteristics of make-to-order systems (MTO) and needs associated with managing such systems is identified based on the literature analysis. The main aim of this article is to present the results of research related to the development of a new solution dedicated to small and medium enterprises manufacture products solely on the basis of production orders (make-to- order systems). A set of indicators to enable continuous monitoring and control of key strategic areas this type of company is proposed. A presented solution includes the main assumptions of the following concepts: the Performance Management (PM), the Balanced Scorecard (BSC) and a combination of strategic management with the implementation of operational management. The main benefits of proposed solution are to increase effectiveness of MTO manufacturing company management.

Business Schools and Corporate Management Development.

ERIC Educational Resources Information Center

Beeby, Mick; Jones, Warwick

1997-01-01

Responses from 97 managers in southwest England indicated the following: the marketplace is increasingly competitive and demanding; key goals of management development are competitive advantage and demonstrable return; managers need leadership and change, personal, and strategic management skills; and selection of a business school or other…

An Analysis of the Future Combat Systems (FCS) Spin Out 1 Low-Rate of Initial Production (LRIP) Contract

DTIC Science & Technology

2009-08-24

interests are strategic resource management, strategic control, and corporate financial reporting. Joseph G. San Miguel Professor Graduate School of...Officer PM – Program Manager SAIC – Science Applications International Corporation SAP – Systems Applications and Products SDD – System Development and...the award of the multi-billion dollar FCS program management contract to the Boeing Company and Science Applications International Corporation (SAIC

Strategic Control Algorithm Development : Volume 1. Summary.

DOT National Transportation Integrated Search

1974-08-01

Strategic control is an air traffic management concept wherein a central control authority determines, and assigns to each participating airplane, a conflict-free, four-dimensional route-time profile. The route-time profile assignments are long term ...

Visions, Strategic Planning, and Quality--More than Hype.

ERIC Educational Resources Information Center

Kaufman, Roger

1996-01-01

Discusses the need to shift from the old models for organizational development to the new methods of quality management and continuous improvement, visions and visioning, and strategic planning, despite inappropriate criticisms they receive. (AEF)

Implementing a balanced scorecard as a strategic management tool in a long-term care organization.

PubMed

Schalm, Corinne

2008-01-01

The Capital Care Group, the largest public sector continuing care organization in Canada, had no ready access to information on its own performance and therefore was limited in its pursuit of evidence-informed decision-making. To remedy this, it was decided to introduce a balanced scorecard. A literature review was conducted together with interviews with 10 other health care organizations which had implemented balanced scorecards. With this information, a workshop was held that resulted in a framework and about 120 potential indicators. Subsequently the number of indicators was reduced to 29, using pre-determined criteria. Development of a corporate balanced scorecard facilitated executive strategic thinking and clarified the organization's strategic direction. In parallel, scorecards were developed at the level of care centres. These had a common core of indicators, plus some site-specific ones. Development of the corporate scorecard took three years and an additional six months for the care centre scorecards. A formal implementation plan has been accepted by the executive team. Key to this is communicating to staff the role of scorecards for strategic management and not just performance measurement. Traditional thinking needs to change from a short-term operational focus to long-term strategy. In addition, champions need to be identified in each care centre and they need to be networked together. Finally, the scorecard is being integrated into existing operational management as a routine component together with resources to support its use. The balanced scorecard has focused on its role as a strategic management tool. The indicators and dimensions need to be customized to the organization. Senior management must be seen to be driving its introduction. It is worth spending sufficient time developing and implementing a scorecard rather than trying to rush its introduction. The scorecard needs to be integrated with existing management processes and sufficient resources must be assigned. However, success will ultimately depend on the culture of the organization being appropriate and receptive.

Strategic Directions Within Health Care Institutions: The Role of the Physician

PubMed Central

McDaniel, Reuben R.; Ashmos, Donde P.

1986-01-01

The nature of the strategic problem faced by health care institutions is identified. Physicians are urged to be involved in the strategic decision-making process and are offered several alternative roles that they might play in strategy development. A set of conceptual frameworks from the generic management decision-making literature is used to organize the analysis in addition to the literature of health care management. This combination affords a different perspective into the nature of the problems and new insights into these critical issues. PMID:3746932

Defining the Continuing Education Professional.

ERIC Educational Resources Information Center

English, John K.

1992-01-01

A job description for continuing education practitioners includes 11 domains and the job responsibilities for each: client management, external marketing, internal marketing, strategic planning, administration, program development, technology management, adult learning, personal development, career management, and community and professional…

Federal Student Aid: Additional Management Improvements Would Clarify Strategic Direction and Enhance Accountability. Report to Congressional Requesters.

ERIC Educational Resources Information Center

General Accounting Office, Washington, DC.

To determine what Federal Student Aid (FSA), previously the Office of Student Financial Assistance, had done to develop and implement a strategic direction as mandated by Congress in performance-based organization legislation, the General Accounting Office (GAO) reviewed FSA's strategic and annual performance plans and annual reports, interviewing…

2015 Enterprise Strategic Vision

DOE Office of Scientific and Technical Information (OSTI.GOV)

None

2015-08-01

This document aligns with the Department of Energy Strategic Plan for 2014-2018 and provides a framework for integrating our missions and direction for pursuing DOE’s strategic goals. The vision is a guide to advancing world-class science and engineering, supporting our people, modernizing our infrastructure, and developing a management culture that operates a safe and secure enterprise in an efficient manner.

Training and Developing an Age Diverse Workforce in SMEs: The Need for a Strategic Approach

ERIC Educational Resources Information Center

Beaver, Graham; Hutchings, Kate

2005-01-01

Purpose: The purpose of this paper is to examine the importance of strategic human resource development (HRD) in small and medium-sized enterprises (SMEs) with specific reference to key issues around training, development and education as well as an emerging issue of significance, age diversity management. Design/Methodology/Approach: The approach…

Service-Learning by Doing: How a Student-Run Consulting Company Finds Relevance and Purpose in a Business Strategy Capstone Course

ERIC Educational Resources Information Center

Robinson, David F.; Sherwood, Arthur Lloyd; DePaolo, Concetta A.

2010-01-01

A challenge for undergraduate learning in strategy is that the students lack professional work experiences. Without a rich background of experience, many strategic management topics are difficult to grasp. Our solution has been to develop a strategic management capstone course that combines service-learning and problem-based learning. The…

An alternative to real estate ownership.

PubMed

Scarborough, Sydney

2004-05-01

Partnering with healthcare real estate managers and investors is one way to generate capital, improve cash flow, and minimize the management costs of developing and operating outpatient properties without sacrificing control of strategic locations or facilities. Eight simple steps can help you identify and select viable strategic healthcare real estate partners and negotiate effective monetization (sale of property title) agreements with them.

Modeling resource basis for social and economic development strategies: Water resource case

NASA Astrophysics Data System (ADS)

Kosolapova, Natalia A.; Matveeva, Ludmila G.; Nikitaeva, Anastasia Y.; Molapisi, Lesego

2017-10-01

The article substantiates that the effectiveness of implementing socio-economic development strategies is to a large extent determined by the adequate provision of basic resources. The key role of water resources in economic strategic development is empirically illustrated. The article demonstrates the practicability of strategic management of water resources based on the principle of a combination of river basin management approaches and the consideration of regional development strategies. The Game Theory technique was used to develop economic and mathematical tools for supporting decision-making in meeting the needs of regional consumers under water balance deficit conditions. The choice of methods was determined from two positions: the methods should allow for the possibility of multi-variant solutions for the selection of optimal options for the distribution of limited water resources between different consumers; the methods should be orientated on the maximum possible harmonization of multidirectional and multi-scale interests of the subjects in the water management system of the different regions (including the state) in order to achieve a balance. The approbation of developing a toolkit for the example of the regions located in the Don and Kuban river basins resulted in the appropriate selection of priority regions for the allocation of water resources in terms of strategic management as well as the determination of measures of ensuring the sustainable use of the river basins under consideration. The proposed tools can be used for coordinating decisions on the water supply of regional economic systems with actual and projected indicators of socio-economic development of the respective regions for a strategic perspective.

Crew workload-management strategies - A critical factor in system performance

NASA Technical Reports Server (NTRS)

Hart, Sandra G.

1989-01-01

This paper reviews the philosophy and goals of the NASA/USAF Strategic Behavior/Workload Management Program. The philosophical foundation of the program is based on the assumption that an improved understanding of pilot strategies will clarify the complex and inconsistent relationships observed among objective task demands and measures of system performance and pilot workload. The goals are to: (1) develop operationally relevant figures of merit for performance, (2) quantify the effects of strategic behaviors on system performance and pilot workload, (3) identify evaluation criteria for workload measures, and (4) develop methods of improving pilots' abilities to manage workload extremes.

Training hospital managers for strategic planning and management: a prospective study.

PubMed

Terzic-Supic, Zorica; Bjegovic-Mikanovic, Vesna; Vukovic, Dejana; Santric-Milicevic, Milena; Marinkovic, Jelena; Vasic, Vladimir; Laaser, Ulrich

2015-02-26

Training is the systematic acquisition of skills, rules, concepts, or attitudes and is one of the most important components in any organization's strategy. There is increasing demand for formal and informal training programs especially for physicians in leadership positions. This study determined the learning outcomes after a specific training program for hospital management teams. The study was conducted during 2006 and 2007 at the Centre School of Public Health and Management, Faculty of Medicine, University of Belgrade and included 107 participants involved in the management in 20 Serbian general hospitals. The management teams were multidisciplinary, consisting of five members on average: the director of the general hospital, the deputy directors, the head nurse, and the chiefs of support services. The managers attended a training program, which comprised four modules addressing specific topics. Three reviewers independently evaluated the level of management skills at the beginning and 12 months after the training program. Principal component analysis and subsequent stepwise multiple linear regression analysis were performed to determine predictors of learning outcomes. The quality of the SWOT (strengths, weaknesses, opportunities and threats) analyses performed by the trainees improved with differences between 0.35 and 0.49 on a Likert scale (p < 0.001). Principal component analysis explained 81% of the variance affecting their quality of strategic planning. Following the training program, the external environment, strategic positioning, and quality of care were predictors of learning outcomes. The four regression models used showed that the training program had positive effects (p < 0.001) on the ability to formulate a Strategic Plan comprising the hospital mission, vision, strategic objectives, and action plan. This study provided evidence that training for strategic planning and management enhanced the strategic decision-making of hospital management teams, which is a requirement for hospitals in an increasingly competitive, complex and challenging context. For the first time, half of state general hospitals involved in team training have formulated the development of an official strategic plan. The positive effects of the formal training program justify additional investment in future education and training.

Strategic Alliance Poker: Demonstrating the Importance of Complementary Resources and Trust in Strategic Alliance Management

ERIC Educational Resources Information Center

Reutzel, Christopher R.; Worthington, William J.; Collins, Jamie D.

2012-01-01

Strategic Alliance Poker (SAP) provides instructors with an opportunity to integrate the resource based view with their discussion of strategic alliances in undergraduate Strategic Management courses. Specifically, SAP provides Strategic Management instructors with an experiential exercise that can be used to illustrate the value creation…

Product line management in oncology: a Canadian experience.

PubMed

Wodinsky, H B; Egan, D; Markel, F

1988-01-01

More competition for finite resources and increasing regulation have led many hospitals to consider a strategic reorganization. Recently, one common reorganization strategy has been"product line management." Product line management can be broadly defined in terms of centralized program management, planning, and marketing strategies. In Canada, while strategic driving forces may be different, a product line management alternative has arisen in one of the most potentially complex product lines, cancer services. This article compares and contrasts the theoretical model for product line management development, with special reference to cancer services, to the experience of one Canadian medical center and cancer center.

Strategic human resource management: redefining the role of the manager and worker.

PubMed

Cameron, M; Snyder, J R

1999-01-01

Health-care managers have long been sensitive to the importance of physical resources (technology, space) and financial resources to the success of service delivery. During the last several decades, the value and potential for development of a third element, the human resource has gained new recognition. The importance of viewing personnel as an expandable resource, addressed in an organization's strategic plan, is crucial to meet challenges faced in a rapidly changing health-care environment.

CNES Strategic Plan 2001-2005

NASA Astrophysics Data System (ADS)

Janichewski, S.; Ben Aı̈m, H.

2004-04-01

CNES's latest strategic plan defines the French space agency's strategic focus and charts its course for the 2001-2005 timeframe. Based on a vision of how the space sector will evolve over the period up to 2010, the Strategic Plan sets out the agency's ambition for 2005: " CNES—space technology serving society". This ambition is structured around four challenges: Focusing actions on society's needs in three areas where space technology can make a major difference—environment, science and the information society and mobility. Building the foundation for success by ensuring competitive access to space and boosting basic research and technological innovation. Strengthening national and European synergies to ensure complementarity between: the ESA European framework, which is well adapted for major projects and the development of a European Space Strategy (ESS); and the national framework to support activities of national responsibility such as defence, science and technology development, and to improve competitiveness through direct international cooperation with other space agencies. Forging effective partnerships with its research and industry partners in Europe and France to enhance performance by: developing a service culture; building partnerships; concentrating on core competencies where it can most add value; improving skills and responsiveness in line with its strategic position; ensuring transparent and rigorous management of public funds. This Strategic Plan will be implemented in the 2001-2005 timeframe at all management levels. Implementation will be eased by the fact that the plan has been drawn up through a specific process designed to make internal management aware of the analysis underlying it. This will ensure that all stakeholders understand and appropriate the plan's orientations and thus play an active role in CNES' development. This process involved five successive steps: shared assessment of the space sector's evolution, providing a common baseline from which to build on CNES's vision; shared ambition, defining the agency's objectives and strategic focus; applying lines of action at each of the agency's four space centres through specifically targeted action plans at centre and process level; setting up of a monitoring and oversight structure; definition of a communication strategy to support management of change, designed to keep all CNES personnel informed about the plan and the process behind it.

77 FR 38088 - Development of the Joint Strategic Plan on Intellectual Property Enforcement; Request of the U.S...

Federal Register 2010, 2011, 2012, 2013, 2014

2012-06-26

... OFFICE OF MANAGEMENT AND BUDGET Development of the Joint Strategic Plan on Intellectual Property Enforcement; Request of the U.S. Intellectual Property Enforcement Coordinator for Public Comments AGENCY: Office of the U.S. Intellectual Property Enforcement Coordinator, Executive Office of the President...

NASA ATP Force Measurement Technology Capability Strategic Plan

NASA Technical Reports Server (NTRS)

Rhew, Ray D.

2008-01-01

The Aeronautics Test Program (ATP) within the National Aeronautics and Space Administration (NASA) Aeronautics Research Mission Directorate (ARMD) initiated a strategic planning effort to re-vitalize the force measurement capability within NASA. The team responsible for developing the plan included members from three NASA Centers (Langley, Ames and Glenn) as well as members from the Air Force s Arnold Engineering and Development Center (AEDC). After visiting and discussing force measurement needs and current capabilities at each participating facility as well as selected force measurement companies, a strategic plan was developed to guide future NASA investments. This paper will provide the details of the strategic plan and include asset management, organization and technology research and development investment priorities as well as efforts to date.

Peer exchange, "strategic goals to manage research programs : building a premier research program".

DOT National Transportation Integrated Search

2013-06-10

The objectives of the District Department of Transportation (DDOT) Research, Development, & Technology Transfer (RDT) Branch Peer Exchange were: : 1. Receive peer input and perspective on RDT Strategic Plan. : 2. Obtain assistance in assessing validi...

Comparing crash trends and severity in the northern Rocky Mountain region.

DOT National Transportation Integrated Search

2012-08-01

Safety Management Systems are federally mandated in an effort to encourage states to develop strategic programs in order to : mitigate severe crashes. In 2006, the Wyoming Department of Transportation (WYDOT) published the Wyoming Strategic Highway S...

An Integrated Approach to Environmental Education: A Case Study

ERIC Educational Resources Information Center

du Preez, Nicolaas P.; Mohr-Swart, Maryna

2004-01-01

In 1994, the Executive Management Committee (EMC) of Technikon Pretoria took a strategic decision to develop educational programmes in environmental management and sustainable development. The EMC also decided to integrate these programmes with the development and implementation of an environmental management policy for Technikon Pretoria. This…

Assisting a College's Service Area in the Transition to the New Technology Society through Strategic Planning and Management.

ERIC Educational Resources Information Center

Groff, Warren H.

North Central Technical College's (NCTC's) strategic planning and human resource development model is described in this paper in terms of its role in assisting the college's service area in adapting to new technologies. First, background information is presented on NCTC's planning process with respect to the strategic goal areas of: (1)…

[Controlling systems for operating room managers].

PubMed

Schüpfer, G; Bauer, M; Scherzinger, B; Schleppers, A

2005-08-01

Management means developing, shaping and controlling of complex, productive and social systems. Therefore, operating room managers also need to develop basic skills in financial and managerial accounting as a basis for operative and strategic controlling which is an essential part of their work. A good measurement system should include financial and strategic concepts for market position, innovation performance, productivity, attractiveness, liquidity/cash flow and profitability. Since hospitals need to implement a strategy to reach their business objectives, the performance measurement system has to be individually adapted to the strategy of the hospital. In this respect the navigation system developed by Gälweiler is compared to the "balanced score card" system of Kaplan and Norton.

An integrative health information systems approach for facilitating strategic planning in hospitals.

PubMed

Killingsworth, Brenda; Newkirk, Henry E; Seeman, Elaine

2006-01-01

This article presents a framework for developing strategic information systems (SISs) for hospitals. It proposes a SIS formulation process which incorporates complexity theory, strategic/organizational analysis theory, and conventional MIS development concepts. Within the formulation process, four dimensions of SIS are proposed as well as an implementation plan. A major contribution of this article is the development of a hospital SIS framework which permits an organization to fluidly respond to external, interorganizational, and intraorganizational influences. In addition, this article offers a checklist which managers can utilize in developing an SIS in health care.

Managing Change in the Holding Company as a Factor in Solving Strategic Problems of the Region

ERIC Educational Resources Information Center

Krivtsov, Artem I.; Polinova, Ludmila V.; Chupina, Irina P.

2016-01-01

The relevance of the investigated problem is caused by the necessity of changes in holding company's management systems to address the strategic problems of the region. The purpose of the study is to develop a method of forming teams at the corporate level for the coordination and implementation of programs for the implementation of reforms and…

Controlling Rapid Change Through Systems Engineering the Organization

NASA Technical Reports Server (NTRS)

Hihn, Jairus; Wheeler, Rebecca; Zak, Haya

2000-01-01

A new approach to change management has been developed and applied at the Jet Propulsion Laboratory (JPL). It's main focus is on aligning the organization with the strategic plan; and understanding the internal organizational relationships that impact change, which ultimately determine an organizations ability to be transformed and renewed The new approach regards the strategic plan of a company as the standard by which progress and achievement are measured. Purposeful interventions should generate a company movement along a strategic course, and tracking that movement is essential for managing change. This paper presents an overview of DYNOMO, or the DYNamic Organizational MOdel which was developed to assist in the measurement and analysis of organizational state. The paper concludes with summaries of two applications.

Strategic Planning and Financial Management

ERIC Educational Resources Information Center

Conneely, James F.

2010-01-01

Strong financial management is a strategy for strategic planning success in student affairs. It is crucial that student affairs professionals understand the necessity of linking their strategic planning with their financial management processes. An effective strategic planner needs strong financial management skills to implement the plan over…

Strategic management of health care information systems: nurse managers' perceptions.

PubMed

Lammintakanen, Johanna; Kivinen, Tuula; Saranto, Kaija; Kinnunen, Juha

2009-01-01

The aim of this study is to describe nurse managers' perceptions of the strategic management of information systems in health care. Lack of strategic thinking is a typical feature in health care and this may also concern information systems. The data for this study was collected by eight focus group interviews including altogether 48 nurse managers from primary and specialised health care. Five main categories described the strategic management of information systems in health care; IT as an emphasis of strategy; lack of strategic management of information systems; the importance of management; problems in privacy protection; and costs of IT. Although IT was emphasised in the strategies of many health care organisations, a typical feature was a lack of strategic management of information systems. This was seen both as an underutilisation of IT opportunities in health care organisations and as increased workload from nurse managers' perspective. Furthermore, the nurse managers reported that implementation of IT strengthened their managerial roles but also required stronger management. In conclusion, strategic management of information systems needs to be strengthened in health care and nurse managers should be more involved in this process.

A decision support tool for synchronizing technology advances with strategic mission objectives

NASA Technical Reports Server (NTRS)

Hornstein, Rhoda S.; Willoughby, John K.

1992-01-01

Successful accomplishment of the objectives of many long-range future missions in areas such as space systems, land-use planning, and natural resource management requires significant technology developments. This paper describes the development of a decision-support data-derived tool called MisTec for helping strategic planners to determine technology development alternatives and to synchronize the technology development schedules with the performance schedules of future long-term missions. Special attention is given to the operations, concept, design, and functional capabilities of the MisTec. The MisTec was initially designed for manned Mars mission, but can be adapted to support other high-technology long-range strategic planning situations, making it possible for a mission analyst, planner, or manager to describe a mission scenario, determine the technology alternatives for making the mission achievable, and to plan the R&D activity necessary to achieve the required technology advances.

Strategic management and performance differences: nonprofit versus for-profit health organizations.

PubMed

Reeves, Terrie C; Ford, Eric W

2004-01-01

Despite mixed and contradictory findings, for-profits (FPs) and nonprofits (NPs) are assumed to be similar health services organizations (HSOs). In this study, a fifteen-item scale assessing HSOs' strategic management capacity was developed and tested using fifty-seven FP and twenty NP organizations. Then, using item response theory, the items were hierarchically profiled to produce two strategic profile models, a general and an FP anchored model. We find that deviation from the general profile, but not capability attainment level, is related to two of three financial measures. We conclude that studying FPs and NPs together is appropriate.

Financial management and dental school strength, Part I: Strategy.

PubMed

Chambers, David W; Bergstrom, Roy

2004-04-01

The ultimate goal of financial management in a dental school is to accumulate assets that are available for strategic growth, which is a parallel objective to the profit motive in business. Budget development is often grounded in an income statement framework where the goal is to match revenues and expenses. Only when a balance sheet perspective (assets = liabilities + equity) is adopted can strategic growth be fully addressed. Four views of budgeting are presented in this article: 1) covering expenses, 2) shopping, 3) strategic support, and 4) budgeting as strategy. These perceptions of the budgeting process form a continuum, moving from a weak strategic position (covering expenses) to a strong one (budgeting as strategy) that encourages the accumulation of assets that build equity in the organization.

Strategic Enterprise Architecture Design and Implementation Plan for the Montana Department of Transportation

DOT National Transportation Integrated Search

2016-08-01

The purpose of this research report is to develop a Strategic Enterprise Architecture (EA) Design and Implementation Plan for the Montana Department of Transportation (MDT). Information management systems are vital to maintaining the States transp...

Implementing successful strategic plans: a simple formula.

PubMed

Blondeau, Whitney; Blondeau, Benoit

2015-01-01

Strategic planning is a process. One way to think of strategic planning is to envision its development and design as a framework that will help your hospital navigate through internal and external changing environments over time. Although the process of strategic planning can feel daunting, following a simple formula involving five steps using the mnemonic B.E.G.I.N. (Begin, Evaluate, Goals & Objectives, Integration, and Next steps) will help the planning process feel more manageable, and lead you to greater success.

National Civil Applications Program: strategic plan vision for 2005

USGS Publications Warehouse

,

2004-01-01

The National Mapping Division (NMD) has developed this comprehensive strategic plan to chart the course of the National Civil Applications Program (NCAP) over the next 5 years. To meet the challenges of the future, the NCAP is changing its program emphases, methods of responding to customer needs, and business practices. The NCAP Strategic Plan identifies the new direction for the program through a series of strategic thrusts and goals for managers to use in formulating plans, establishing program emphases, and determining resource needs and allocations.

Management Development: Using Internal or External Resources in Developing Core Competence

ERIC Educational Resources Information Center

Espedal, Bjarne

2005-01-01

This article defines management as a source of organizational competitive advantage and from the view that managers are some of the employees most vital to a firm. According to influential theories in the field of strategic management, such human assets should be protected, governed, and developed internally. In contrast to the traditional view of…

Management challenges at the intersection of public policy environments and strategic decision making in public hospitals.

PubMed

Longest, Beaufort B

2012-01-01

Hospitals in the United States are heavily impacted by public policies that affect them. For example, Medicare and Medicaid programs account for more than half the revenue in most of the nation's almost 5,000 community hospitals, including the almost 1,100 public hospitals controlled by state and local governments (American Hospital Association, 2012). The public hospitals are especially closely aligned with and controlled by governmental entities compared with hospitals with other kinds of sponsorship. This article addresses the management challenges at the intersection of the strategic management of public hospitals and their public policy environments. Public hospitals are complicated entities designed not only to provide health services but also in many cases to play key roles in health-related research and education and to play important general economic development roles in their communities. The multi-faceted strategic decision making in these organizations is as heavily affected by their public policy environments as by their business, demographic, technological or other external environments. Effectively managing the intersection of their public policy environments and their strategic management is indeed vital for contemporary public hospitals. This article is intended to clarify certain aspects of this intersection through a description and model of the strategic activity in public hospitals and the connection between this activity and their external environments. Specific attention is focused on the concept of public policy environments and their features. Attention is also given to how managers can assess public policy environments and incorporate the results into strategic activities.

Towards a Natural Systems Theory of Organizational Effectiveness: Integrating Geopolitical, Darwinistic and Strategic Planning Perspectives. ASHE Annual Meeting 1981 Paper.

ERIC Educational Resources Information Center

Cope, Robert

A theory of organizational development is developed from turn-of-the-century geopolitical studies by combining the following: Smithian and Darwinian perspectives; the firmer concepts of management; and strategic planning views. An attempt is made to explore natural organizational processes by considering geopolitical, economic, biological, and…

Behavioral Ecology of Deep Diving Odontocetes in The Bahamas

DTIC Science & Technology

2015-10-19

was prepared under contract to the Department of Defense Strategic Environmental Research and Development Program (SERDP). The publication of this...stratum SD – standard deviation SERDP – Strategic Environmental Research and Development Program SGBA – South Grand Bahama stratum SIs – Stable... Environmental Research and Development Program (SERDP) and we are grateful to Dr. John Hall, Program Manager for the Resource Conservation and Climate

Consolidating strategic planning and operational frameworks for integrated vector management in Eritrea.

PubMed

Chanda, Emmanuel; Ameneshewa, Birkinesh; Mihreteab, Selam; Berhane, Araia; Zehaie, Assefash; Ghebrat, Yohannes; Usman, Abdulmumini

2015-12-02

Contemporary malaria vector control relies on the use of insecticide-based, indoor residual spraying (IRS) and long-lasting insecticidal nets (LLINs). However, malaria-endemic countries, including Eritrea, have struggled to effectively deploy these tools due technical and operational challenges, including the selection of insecticide resistance in malaria vectors. This manuscript outlines the processes undertaken in consolidating strategic planning and operational frameworks for vector control to expedite malaria elimination in Eritrea. The effort to strengthen strategic frameworks for vector control in Eritrea was the 'case' for this study. The integrated vector management (IVM) strategy was developed in 2010 but was not well executed, resulting in a rise in malaria transmission, prompting a process to redefine and relaunch the IVM strategy with integration of other vector borne diseases (VBDs) as the focus. The information sources for this study included all available data and accessible archived documentary records on malaria vector control in Eritrea. Structured literature searches of published, peer-reviewed sources using online, scientific, bibliographic databases, Google Scholar, PubMed and WHO, and a combination of search terms were utilized to gather data. The literature was reviewed and adapted to the local context and translated into the consolidated strategic framework. In Eritrea, communities are grappling with the challenge of VBDs posing public health concerns, including malaria. The global fund financed the scale-up of IRS and LLIN programmes in 2014. Eritrea is transitioning towards malaria elimination and strategic frameworks for vector control have been consolidated by: developing an integrated vector management (IVM) strategy (2015-2019); updating IRS and larval source management (LSM) guidelines; developing training manuals for IRS and LSM; training of national staff in malaria entomology and vector control, including insecticide resistance monitoring techniques; initiating the global plan for insecticide resistance management; conducting needs' assessments and developing standard operating procedure for insectaries; developing a guidance document on malaria vector control based on eco-epidemiological strata, a vector surveillance plan and harmonized mapping, data collection and reporting tools. Eritrea has successfully consolidated strategic frameworks for vector control. Rational decision-making remains critical to ensure that the interventions are effective and their choice is evidence-based, and to optimize the use of resources for vector control. Implementation of effective IVM requires proper collaboration and coordination, consistent technical and financial capacity and support to offer greater benefits.

Updating and improving methodology for prioritizing highway project locations on the strategic intermodal system (SIS).

DOT National Transportation Integrated Search

2016-04-01

The Florida Department of Transportation (FDOT) District One developed the Congestion Management Process : (CMP) system to prioritize low-cost, near-term highway improvements on the Strategic Intermodal System (SIS). : The existing CMP system is desi...

Strategic positioning. Part 1: The sources of value under managed care.

PubMed

Kauer, R T; Berkowitz, E

1997-01-01

Part 1 of this series organizes and discusses the sources of value against a background of an evolving managed care market. Part 2 will present, in more detail, the marketing and financial challenges to organizational positioning and performance across the four stages of managed care. What are the basic principles or tenets of value and how do they apply to the health care industry? Why is strategic positioning so important to health care organizations struggling in a managed care environment and what are the sources of value? Service motivated employees and the systems that educate them represent a stronger competitive advantage than having assets and technology that are available to anyone. As the health care marketplace evolves, organizations must develop a strategic position that will provide such value and for which the customer will be willing to pay.

Issues in Business and Medical Education: Brief Literature Review on Strategic Management of Health Care Institutions.

ERIC Educational Resources Information Center

Smith, Alan D.

The literature on the use of strategic management principles by health care organizations is reviewed. After considering basic concepts of strategic management and managerial problems in nonprofit organizations, strategic planning and management of health care organizations are covered. Attention is directed to the health care environment,…

Sources and Information: Strategic Management.

ERIC Educational Resources Information Center

Palmer, Jim

1983-01-01

Provides an annotated bibliography of ERIC documents on strategic management, with emphasis on institutional responses to change, the role of the administrator in strategic management, budgeting and financial management, and institutional planning. (DMM)

Environmental management strategy: four forces analysis.

PubMed

Doyle, Martin W; Von Windheim, Jesko

2015-01-01

We develop an analytical approach for more systematically analyzing environmental management problems in order to develop strategic plans. This approach can be deployed by agencies, non-profit organizations, corporations, or other organizations and institutions tasked with improving environmental quality. The analysis relies on assessing the underlying natural processes followed by articulation of the relevant societal forces causing environmental change: (1) science and technology, (2) governance, (3) markets and the economy, and (4) public behavior. The four forces analysis is then used to strategize which types of actions might be most effective at influencing environmental quality. Such strategy has been under-used and under-valued in environmental management outside of the corporate sector, and we suggest that this four forces analysis is a useful analytic to begin developing such strategy.

Environmental Management Strategy: Four Forces Analysis

NASA Astrophysics Data System (ADS)

Doyle, Martin W.; Von Windheim, Jesko

2015-01-01

We develop an analytical approach for more systematically analyzing environmental management problems in order to develop strategic plans. This approach can be deployed by agencies, non-profit organizations, corporations, or other organizations and institutions tasked with improving environmental quality. The analysis relies on assessing the underlying natural processes followed by articulation of the relevant societal forces causing environmental change: (1) science and technology, (2) governance, (3) markets and the economy, and (4) public behavior. The four forces analysis is then used to strategize which types of actions might be most effective at influencing environmental quality. Such strategy has been under-used and under-valued in environmental management outside of the corporate sector, and we suggest that this four forces analysis is a useful analytic to begin developing such strategy.

76 FR 13353 - Department of Commerce FY 2011-2016 Strategic Plan

Federal Register 2010, 2011, 2012, 2013, 2014

2011-03-11

... scorecard. A balanced scorecard ``balances'' or equally emphasizes programmatic and management objectives... senior leadership to develop a balanced scorecard to deploy and execute this Strategic Plan. The Secretary directed a balanced scorecard approach to establish and maintain focus on the Department's top...

Effect of strategic planning education on attitudes and perceptions of independent community pharmacy owners/managers.

PubMed

Harrison, Donald L

2007-01-01

To assess the impact of formal education program participation on the attitudes and perceptions of independent community pharmacy owners/managers toward strategic planning. Cross-sectional study. United States; June 4-July 30, 2004. Nationwide random sample of 1,250 owners/managers of independent community pharmacies. Mailed survey. Strategic planning formal education program participation. Comprehensiveness of strategic planning. Attitudes and perceptions of owners/managers of independent community pharmacies toward strategic planning. A total of 527 (42.1%) usable questionnaires were returned. Only 124 (23.5%) respondents indicated that they participated in a formal strategic planning education program. However, of the 141 (26.85%) respondents who indicated that they had conducted strategic planning for their community pharmacy, 111 (89.5%) had participated in a formal strategic planning education program. A significant association was detected between formal education program participation and the conducting of strategic planning (P< or =0.0001). Significant differences were observed for all attitudes and perceptions of independent community pharmacy owners/managers toward strategic planning based on program participation (P< or =0.0001). Finally, respondents who indicated that they had participated in a formal education program had a significantly higher comprehensiveness of strategic planning rating than those respondents who did not participate in an educational program (P< or =0.0001). A significant association exists between formal strategic planning education program participation and the conducting of strategic planning by owner/managers of independent community pharmacies, and those participating in such programs have significantly different attitudes and perceptions toward the conducting of strategic planning and have a significantly higher comprehensiveness of strategic planning rating.

Is Mauritius Ready to Become the HRD Leader in Africa? An Assessment of Strategic Human Resource Development in Mauritius

ERIC Educational Resources Information Center

Dusoye, Indravidoushi C.; Oogarah, Kavi

2016-01-01

Purpose: This paper aims to explore the applicability of Strategic HRD in Mauritius. Additionally, it assesses if Mauritius, with a high HDI factor, can take the lead on Strategic HRD in Africa. Design/methodology/approach: This paper used a mixed-approach questionnaire. A sample of 21 managers was contacted and received a response rate of 67 per…

Making It Real: Project Managing Strategic e-Learning Development Processes in a Large, Campus-Based University

ERIC Educational Resources Information Center

Ward, Mary-Helen; West, Sandra; Peat, Mary; Atkinson, Susan

2010-01-01

The University of Sydney is a large, research-intensive, campus-based Australian University. Since 2004 a strategic initiative of project-based eLearning support has been creating teams of non-academic and academic staff, who have worked together to develop online resources to meet identified needs. The University's aims in continuing to provide…

Establishing strategic alliance among hospitals through SAIS: a case study in Taiwan.

PubMed

Hung, Won-Fu; Hwang, Hsin-Ginn; Liao, Chechen

2005-01-01

Due to a reformed healthcare insurance system and a gradually decreasing public affairs' budget by the government year by year, Central Taiwan Office (CTO), the Department of Health (DOH) in Taiwan, initiated a strategic alliance project of the hospitals subordinated to the DOH in November, 2001. This project was a five-year plan with an attempt to expand and develop three more strategic alliances covering the northern, southern and eastern regions of Taiwan respectively. Through a cooperative system, such an alliance allows the following: resource sharing, technique collaboration, marketing affiliations and so on. In order to decrease operation management costs and improve the quality of service at hospitals, the strategic alliance practice is supported by IS. We call this alignment the IS-enabled strategic alliance. All the IS-enabled functions are supported by the Strategic Alliance Information System (SAIS). In this article, the SAIS developed by the CTO of the DOH is introduced.

Methods Used to Support a Life Cycle of Complex Engineering Products

NASA Astrophysics Data System (ADS)

Zakharova, Alexandra A.; Kolegova, Olga A.; Nekrasova, Maria E.; Eremenko, Andrey O.

2016-08-01

Management of companies involved in the design, development and operation of complex engineering products recognize the relevance of creating systems for product lifecycle management. A system of methods is proposed to support life cycles of complex engineering products, based on fuzzy set theory and hierarchical analysis. The system of methods serves to demonstrate the grounds for making strategic decisions in an environment of uncertainty, allows the use of expert knowledge, and provides interconnection of decisions at all phases of strategic management and all stages of a complex engineering product lifecycle.

The need for strategic tax planning among nonprofit hospitals.

PubMed

Smith, Pamela C

2005-01-01

Strategic tax planning issues are important to the nonprofit health care sector, despite its philanthropic mission. The consolidation of the industry has led management to fight for resources and develop alternative strategies for raising money. When management evaluates alternative collaborative structures to increase efficiency, the impact on governance structures must also be considered. The increased governmental scrutiny of joint ventures within the health care sector warrants management's attention as well. The financial incentives must be considered, along with the various tax policy implications of cross-sector collaborations.

Applying Strategic Management in the Office of the Assistant Secretary of the Army for Financial Management and Comptroller (ASA(FM&C))

DTIC Science & Technology

2000-05-31

direction for the Office of the ASA (FM&C), consolidate all of the office’s subordinate organization strategic plans, and better define the roles and...responsibilities within the office of the ASA(FM&C). Mrs. McCoy directed Ms. Barbara Bonessa, Chief of the Financial Management Redesign Office, to...lead the strategic planning effort. Ms. Bonessa built a strategic planning team primarily with strategic management expertise from outside of the office of

Strategic Issues for Training.

ERIC Educational Resources Information Center

Pollitt, David, Ed.

1998-01-01

Includes 21 short articles on a variety of subjects: Internet for management development, lifelong learning in virtual universities, high performance organizations, National Vocational Qualifications, cost effectiveness and training effectiveness, mind maps, Generation X training, Japanese vocational training, management development in Libya, and…

Strategic HRD Practices as Key Factors in Organizational Learning

ERIC Educational Resources Information Center

Tseng, Chien-Chi; McLean, Gary N.

2007-01-01

Relationships between strategic HRD practices and organizational learning were explored through a literature review. Organizations that learn and develop their SHRD practices have more opportunities to obtain and integrate the nine SHRD outcomes in the learning process: organizational missions and goals, top management leadership, environmental…

A BRIDGE partnership model for health management education in the Slovak Republic.

PubMed

West, D J; Krcmery, V; Rusnakova, V; Murgas, M

1998-01-01

An innovative Health Management Education Partnership (HMEP) was initiated to develop management education initiatives through the exchange of information and ideas. Health education efforts, projects and activities exist between the University of Scranton and three strategic partners in the Slovak Republic: Trnava University, the Health Management School and the University of Matej Bel. The BRIDGE model (Building Relationships in Developing and Growing Economies) utilizes several innovative educational initiatives and strategic projects including a professional journal, faculty development, professional development, curriculum development, certification and accreditation, faculty-students exchange and development of educational materials and modules. The BRIDGE organizational structure is reviewed as well as specific workplan objectives to operationalize the HMEP encouraging mutual cooperation, collaboration and sustainability of efforts. The model stresses implementation, monitoring, and evaluation of all initiatives through a strong community effort, focus on research, deployment of educational resources, curriculum modification, development of interpartnership activities, conferences, workshops, fieldwork experiences and study tours. Applied management practices enhance market-oriented solutions to health care delivery problems emphasizing a focus on privatization and entrepreneurship through education.

Teaching Strategic Management with a Business Game.

ERIC Educational Resources Information Center

Knotts, Ulysses S., Jr.; Keys, J. Bernard

1997-01-01

Management games are increasingly used to teaching strategic management by integrating functional areas of business and providing a working knowledge of the strategic management process. This article summarizes the experience of two veteran instructors, presenting course learning objectives, game pedagogy, team organization and management, game…

76 FR 38672 - Redelegation of Authority to the Office of Strategic Planning and Management

Federal Register 2010, 2011, 2012, 2013, 2014

2011-07-01

... the Office of Strategic Planning and Management AGENCY: Office of the Chief Operating Officer, HUD... HUD (COO) redelegates to the Director, Office of Strategic Planning and Management, authority and... 22, 2011. FOR FURTHER INFORMATION CONTACT: Nina M. Coward, Office of Strategic Planning and...

Management strategies in hospitals: scenario planning.

PubMed

Ghanem, Mohamed; Schnoor, Jörg; Heyde, Christoph-Eckhard; Kuwatsch, Sandra; Bohn, Marco; Josten, Christoph

2015-01-01

Instead of waiting for challenges to confront hospital management, doctors and managers should act in advance to optimize and sustain value-based health. This work highlights the importance of scenario planning in hospitals, proposes an elaborated definition of the stakeholders of a hospital and defines the influence factors to which hospitals are exposed to. Based on literature analysis as well as on personal interviews with stakeholders we propose an elaborated definition of stakeholders and designed a questionnaire that integrated the following influence factors, which have relevant impact on hospital management: political/legal, economic, social, technological and environmental forces. These influence factors are examined to develop the so-called critical uncertainties. Thorough identification of uncertainties was based on a "Stakeholder Feedback". Two key uncertainties were identified and considered in this study: the development of workload for the medical staff the profit oriented performance of the medical staff. According to the developed scenarios, complementary education of the medical staff as well as of non-medical top executives and managers of hospitals was the recommended core strategy. Complementary scenario-specific strategic options should be considered whenever needed to optimize dealing with a specific future development of the health care environment. Strategic planning in hospitals is essential to ensure sustainable success. It considers multiple situations and integrates internal and external insights and perspectives in addition to identifying weak signals and "blind spots". This flows into a sound planning for multiple strategic options. It is a state of the art tool that allows dealing with the increasing challenges facing hospital management.

Standards in Action. Using National Standards for Human Resource Management and Development in Further Education. 1. Laying the Foundations.

ERIC Educational Resources Information Center

Further Education Unit, London (England).

This booklet is designed to assist British further education college managers responsible for quality assurance, human resources management (HRM), human resources development (HRD), corporate development, strategic planning, staffing/personnel, and curriculum in using national standards for HRM and HRD in further education. A synopsis, users'…

Hospital management principles applicable to the veterinary teaching hospital.

PubMed

Harris, Donna L; Lloyd, James W; Marrinan, Mike

2004-01-01

The Skills, Knowledge, Aptitude, and Attitude (SKA) Subcommittee of the National Commission on Veterinary Economic Issues (NCVEI) has identified the need for veterinary teaching hospitals (VTH) to be at the forefront of progressive business management to serve as a model for both students and practitioners to emulate. To provide a foundation for developing a model, this study reviewed pertinent literature applicable to the management of a VTH. Much of the literature relevant to VTH management relates to work completed for the human side of medicine (academic health centers, or AHCs) or to the private sector. This review explores management practices in strategic planning, financial management, human resource management, marketing, pricing, operations, and legal issues. It is concluded that strategic management is important to provide the foundation for success in the VTH. In addition, periodic financial reports are recommended, as are the development and use of benchmarks for financial management. Establishing positive, motivating human resource practices is also suggested, along with development of a marketing plan based on a clear understanding of VTH core competencies and the market's specific needs.

Incorporating permaculture and strategic management for sustainable ecological resource management.

PubMed

Akhtar, Faiza; Lodhi, Suleman A; Khan, Safdar Shah; Sarwar, Farhana

2016-09-01

Utilization of natural assets to the best efficient level without changing natural balance has become a critical issue for researchers as awareness on climate change takes central position in global debate. Conventional sustainable resource management systems are based on neoclassical economic approach that ignores the nature's pattern and therefore are not actually capable of sustainable management of resources. Environmentalists are lately advocating incorporation of Permaculture as holistic approach based on ethics, equitable interaction with eco-systems to obtain sustainability. The paper integrates philosophy of permaculture with strategic management frameworks to develop a pragmatic tool for policy development. The policy design tool augments management tasks by integrating recording of natural assets, monitoring of key performance indicators and integration of sectorial policies in real time, bringing out policy as a truly live document. The tool enhances the edifice process, balancing short term viewpoints and long term development to secure renewability of natural resources. Copyright © 2016 Elsevier Ltd. All rights reserved.

Assessment of Institutional Strategic Goal Realization: A Case Study

ERIC Educational Resources Information Center

Holwick, Jana W.

2009-01-01

Strategic planning is a common tool utilized at colleges and universities to assist in achieving institutional goals. Leaders in higher education have taken best practices from corporate management and adapted them in an effort to develop comprehensive approaches to institutional planning, assessment and accountability. Various models for planning…

Strategic National Arts Alumni Project

ERIC Educational Resources Information Center

Strategic National Arts Alumni Project, 2009

2009-01-01

This brief document provides an overview of the Strategic National Arts Alumni Project (SNAAP), an annual online survey, data management, and institutional improvement system designed to enhance the impact of arts-school education. SNAAP aims to provide the first national data on how artists develop in this country, help identify the factors…

Branding of Flemish Higher Education Institutions: A Strategic Balance Perspective

ERIC Educational Resources Information Center

Mampaey, Jelle; Huisman, Jeroen; Seeber, Marco

2015-01-01

Branding of higher education institutions (HEIs) is an expanding area of research. The existing literature mainly draws on the strategic management perspective that argues that HEIs are pressured to develop brands which differentiate them from their competitors. Past studies, however, do insufficiently take into account that most HEIs are…

Program Evaluation for USAID/Guinea Basic Education Program Portfolio

ERIC Educational Resources Information Center

Midling, Michael; Filion, Louise; David-Gnahoui, Emmanuel M.; Gassama-Mbaye, Mbarou; Diallo, Amadou Tidjane; Diallo, Abdoul Karim

2006-01-01

In support of its strategic objective of a quality basic education provided to a larger percentage of Guinean children with an emphasis on girls and rural children, the United States Agency for International Development established the following intermediate results: (1) Improved sectoral strategic planning, management, and decision-making in…

Pathways to the Future: Linking Environmental Scanning to Strategic Management.

ERIC Educational Resources Information Center

Mecca, Thomas V.; Morrison, James L.

ED QUEST (Quick Environmental Scanning Techniques) is a strategic planning process designed to identify emerging trends, issues, and events which portend threats or opportunities for colleges and universities, analyze their probable impact on the institution, and facilitate the development of appropriate institutional strategies. A workshop was…

The Strategic Assessment Model.

ERIC Educational Resources Information Center

Glazner, Steve, Ed.

This book presents six papers focusing on the application of the strategic assessment model (SAM) to the management of higher education facilities. The papers are part of an ongoing effort by the Association of Higher Education Facilities Officers to provide comparative cost and staffing information and to develop a benchmarking process. The…

Strategic Choices of Finnish Universities in the Light of General Strategy Frameworks

ERIC Educational Resources Information Center

Luoma, Mikko; Risikko, Tanja; Erkkilä, Paula

2016-01-01

This study examines university strategies from the content perspective. Since the early 1980s, the pressure to adopt strategic management in universities and other higher education institutions has increased because of issues including reduced public funding, pressures and possibilities for internationalization, developments in teaching…

Strategic School Funding for Improved Student Achievement

ERIC Educational Resources Information Center

Chambers, Jay G.; Brown, James R.; Levin, Jesse; Jubb, Steve; Harper, Dorothy; Tolleson, Ray; Manship, Karen

2010-01-01

This article features Strategic School Funding for Results (SSFR) project, a new joint initiative of the American Institutes for Research (AIR) and Pivot Learning Partners (PLP) aimed at improving school finance, human resources, and management systems in large urban school districts. The goal of the project is to develop and implement more…

Consultancy on Strategic Information Planning.

ERIC Educational Resources Information Center

Pejova, Zdravka, Ed.; Horton, Forest W., Ed.

At the workshop, better management through strategic planning of information and consultancy was discussed as one way in which developing and Eastern European countries could tackle the complex information problems they are facing during the transition to a market economy. The sixteen papers in this volume are grouped into three basic categories:…

Outcome-Focused Market Intelligence: Extracting Better Value and Effectiveness from Strategic Sourcing

DTIC Science & Technology

2013-04-01

disseminating information are not systematically taught or developed in the government’s acquisition workforce. However, a study of 30 large firms ...to keep themselves abreast of changes in the marketplace, such as technological advances, process improvements, and available sources of supply. The...and performance measurement (Monczka & Petersen, 2008). Firms that develop supply management strategic plans typically set three-to-five year

The Development of a Strategic Prioritisation Method for Green Supply Chain Initiatives.

PubMed

Masoumik, S Maryam; Abdul-Rashid, Salwa Hanim; Olugu, Ezutah Udoncy

2015-01-01

To maintain a competitive position, companies are increasingly required to integrate their proactive environmental strategies into their business strategies. The shift from reactive and compliance-based to proactive and strategic environmental management has driven companies to consider the strategic factors while identifying the areas in which they should focus their green initiatives. In previous studies little attention was given to providing the managers with a basis from which they could strategically prioritise these green initiatives across their companies' supply chains. Considering this lacuna in the literature, we present a decision-making method for prioritising green supply chain initiatives aligned with the preferred green strategies alternatives for the manufacturing companies. To develop this method, the study considered a position between determinism and the voluntarism orientation of environmental management involving both external pressures and internal competitive drivers and key resources as decision factors. This decision-making method was developed using the analytic network process (ANP) technique. The elements of the decision model were derived from the literature. The causal relationships among the multiple decision variables were validated based on the results of structural equation modelling (SEM) using a dataset collected from a survey of the ISO 14001-certified manufacturers in Malaysia. A portion of the relative weights required for computation in ANP was also calculated using the SEM results. A case study is presented to demonstrate the applicability of the method.

The Development of a Strategic Prioritisation Method for Green Supply Chain Initiatives

PubMed Central

Masoumik, S. Maryam; Abdul-Rashid, Salwa Hanim; Olugu, Ezutah Udoncy

2015-01-01

To maintain a competitive position, companies are increasingly required to integrate their proactive environmental strategies into their business strategies. The shift from reactive and compliance-based to proactive and strategic environmental management has driven companies to consider the strategic factors while identifying the areas in which they should focus their green initiatives. In previous studies little attention was given to providing the managers with a basis from which they could strategically prioritise these green initiatives across their companies’ supply chains. Considering this lacuna in the literature, we present a decision-making method for prioritising green supply chain initiatives aligned with the preferred green strategies alternatives for the manufacturing companies. To develop this method, the study considered a position between determinism and the voluntarism orientation of environmental management involving both external pressures and internal competitive drivers and key resources as decision factors. This decision-making method was developed using the analytic network process (ANP) technique. The elements of the decision model were derived from the literature. The causal relationships among the multiple decision variables were validated based on the results of structural equation modelling (SEM) using a dataset collected from a survey of the ISO 14001-certified manufacturers in Malaysia. A portion of the relative weights required for computation in ANP was also calculated using the SEM results. A case study is presented to demonstrate the applicability of the method. PMID:26618353

Planning documents: a business planning strategy.

PubMed

Kaehrle, P A

2000-06-01

Strategic planning and business plan development are essential nursing management skills in today's competitive, fast paced, continually changing health care environment. Even in times of great uncertainty, nurse managers need to plan and forecast for the future. A well-written business plan allows nurse managers to communicate their expertise and proactively contribute to the programmatic decisions and changes occurring within their patient population or service area. This article presents the use of planning documents as a practical, strategic business planning strategy. Although the model addresses orthopedic services specifically, nurse managers can gain an understanding and working knowledge of planning concepts that can be applied to all patient populations.

Formation of power management strategy at the industrial enterprises

NASA Astrophysics Data System (ADS)

Akimova, Elena

2017-10-01

The article is dedicated to energy efficiency problems. The main recommendations about the development of the system of strategic power management at the industrial enterprise offered in the research include a number of the principles, aimed at the increase of the importance of human resources in information-and-analytical and innovative functions of power management. According to the results of the current situation analyses, the author suggests using some specific indicators of human resources, as they can contribute to the energy efficiency formation. The system of standardization is considered to be the basis for the implementation of strategic power management at the enterprises.

Using computer software to improve group decision-making.

PubMed

Mockler, R J; Dologite, D G

1991-08-01

This article provides a review of some of the work done in the area of knowledge-based systems for strategic planning. Since 1985, with the founding of the Center for Knowledge-based Systems for Business Management, the project has focused on developing knowledge-based systems (KBS) based on these models. In addition, the project also involves developing a variety of computer and non-computer methods and techniques for assisting both technical and non-technical managers and individuals to do decision modelling and KBS development. This paper presents a summary of one segment of the project: a description of integrative groupware useful in strategic planning. The work described here is part of an ongoing research project. As part of this project, for example, over 200 non-technical and technical business managers, most of them working full-time during the project, developed over 160 KBS prototype systems in conjunction with MBA course in strategic planning and management decision making. Based on replies to a survey of this test group, 28 per cent of the survey respondents reported their KBS were used at work, 21 per cent reportedly received promotions, pay rises or new jobs based on their KBS development work, and 12 per cent reported their work led to participation in other KBS development projects at work. All but two of the survey respondents reported that their work on the KBS development project led to a substantial increase in their job knowledge or performance.

75 FR 47346 - Draft Strategic Plan for FY 2010-2015

Federal Register 2010, 2011, 2012, 2013, 2014

2010-08-05

...://www.treas.gov/offices/management/budget/strategic-plan/2007-2012/strategic-plan2007-2012.pdf . The....ustreas.gov/offices/management/budget/strategic-plan/ and by clicking on the comment link. Comments may... DEPARTMENT OF THE TREASURY Draft Strategic Plan for FY 2010-2015 AGENCY: United States Department...

Development of Kentucky's highway incident management strategic plan.

DOT National Transportation Integrated Search

2005-05-01

ven though Kentucky has undertaken many initiatives to improve specific aspects of incident management, there has never been a plan that establishes an overall framework for a systematic, statewide, multi-agency effort to improve the management of hi...

Interviewing Key Informants: Strategic Planning for a Global Public Health Management Program

ERIC Educational Resources Information Center

Kun, Karen E.; Kassim, Anisa; Howze, Elizabeth; MacDonald, Goldie

2013-01-01

The Centers for Disease Control and Prevention's Sustainable Management Development Program (SMDP) partners with low- and middle-resource countries to develop management capacity so that effective global public health programs can be implemented and better health outcomes can be achieved. The program's impact however, was variable. Hence, there…

DESIGN OF THE DECISION SUPPORT SYSTEM FOR PLACEMENT AND SELECTION OF BEST MANAGEMENT PRACTICES (BMPS) FOR STORMWATER CONTROL IN URBAN WATERSHEDS

EPA Science Inventory

A decision support system for selection and placement of best management practices (BMPs) at strategic locations in urban watersheds is being developed. The primary objective of the system is to assist stormwater management practioners and decision makers in developing effective...

Veterans Health Administration: Management Attention Is Needed to Address Systemic, Long standing Human Capital Challenges

DTIC Science & Technology

2016-12-01

Effort through Strategic Human Capital Management , GAO-04-85 (Washington, D.C.: Oct. 20, 2003); and A Model of Strategic Human Capital Management , GAO...Washington, D.C.: Jan. 30, 2015). 60See GAO-15-290 for the most recent update on strategic human capital management . VHA Reports Critical HR Competency...systems to obtain and process information to meet operational needs.71 Likewise, our prior work on strategic human capital management notes that high

Criteria for Evaluating United States Marine Corps Installation Strategic Management

DTIC Science & Technology

2001-12-01

STATES MARINE CORPS INSTALLATION STRATEGIC MANAGEMENT by James E. Leighty December 2001 Thesis Advisor: Joseph San Miguel Report...Marine Corps Installation Strategic Management Contract Number Grant Number Program Element Number Author(s) Leighty, James Project Number Task...TYPE AND DATES COVERED Master’s Thesis 4. TITLE AND SUBTITLE: Criteria For Evaluating United States Marine Corps Installation Strategic

Managing Tipping Point Dynamics in Single Development Projects

DTIC Science & Technology

2006-04-30

Journal of Product Innovation Management , 22(2005), 177-192. Lyneis, F., Cooper, K., & Els, S. (2001). Strategic management of complex projects: A case...new product development. Journal of Product Innovation Management ,18(2001), 265-300. Richardson, G.P., & Pugh, A.L. (1981). Introduction to... Product Innovation Management , 17(2000), 128- 142. United States General Accounting Office (USGAO). (1996). Department of Energy: Opportunity to improve

Strategic Analysis Overview

NASA Technical Reports Server (NTRS)

Cirillo, William M.; Earle, Kevin D.; Goodliff, Kandyce E.; Reeves, J. D.; Stromgren, Chel; Andraschko, Mark R.; Merrill, R. Gabe

2008-01-01

NASA s Constellation Program employs a strategic analysis methodology in providing an integrated analysis capability of Lunar exploration scenarios and to support strategic decision-making regarding those scenarios. The strategic analysis methodology integrates the assessment of the major contributors to strategic objective satisfaction performance, affordability, and risk and captures the linkages and feedbacks between all three components. Strategic analysis supports strategic decision making by senior management through comparable analysis of alternative strategies, provision of a consistent set of high level value metrics, and the enabling of cost-benefit analysis. The tools developed to implement the strategic analysis methodology are not element design and sizing tools. Rather, these models evaluate strategic performance using predefined elements, imported into a library from expert-driven design/sizing tools or expert analysis. Specific components of the strategic analysis tool set include scenario definition, requirements generation, mission manifesting, scenario lifecycle costing, crew time analysis, objective satisfaction benefit, risk analysis, and probabilistic evaluation. Results from all components of strategic analysis are evaluated a set of pre-defined figures of merit (FOMs). These FOMs capture the high-level strategic characteristics of all scenarios and facilitate direct comparison of options. The strategic analysis methodology that is described in this paper has previously been applied to the Space Shuttle and International Space Station Programs and is now being used to support the development of the baseline Constellation Program lunar architecture. This paper will present an overview of the strategic analysis methodology and will present sample results from the application of the strategic analysis methodology to the Constellation Program lunar architecture.

Manage "Human Capital" Strategically

ERIC Educational Resources Information Center

Odden, Allan

2011-01-01

To strategically manage human capital in education means restructuring the entire human resource system so that schools not only recruit and retain smart and capable individuals, but also manage them in ways that support the strategic directions of the organization. These management practices must be aligned with a district's education improvement…

Strategic Mobility 21. Service Oriented Architecture (SOA) Reference Model - Global Transportation Management System Architecture

DTIC Science & Technology

2009-10-07

SECTION A. BUSINESS ENVIRONMENT 1 INTRODUCTION The Strategic Mobility 21 (SM21) program is currently in the process of developing the Joint...Platform ( BPP ) which enables the ability to rapidly compose new business processes and expand the core TMS feature-set to adapt to the challenges...Reference: Strategic Mobility 21 Contract N00014-06-C-0060 Dear Paul, In accordance with the requirements of referenced contract, we are pleased to

Barriers to implementation of risk management for federal wildland fire management agencies in the United States

Treesearch

Dave Calkin; Matthew P. Thompson; Alan A. Ager; Mark Finney

2010-01-01

In this presentation we review progress towards the implementation of a risk-based management framework for U.S. Federal wildland fire policy and operations. We first describe new developments in wildfire simulation technology that catalyzed the development of risk-based decision support systems for strategic wildfire management. These systems include new analytical...

Nurse manager succession planning: synthesis of the evidence.

PubMed

Titzer, Jennifer; Phillips, Tracy; Tooley, Stephanie; Hall, Norma; Shirey, Maria

2013-10-01

The literature supporting nurse manager succession planning is reviewed and synthesised to discover best practice for identifying and developing future nurse managers. Healthcare succession planning practices are lacking. Nurse managers are historically selected based on clinical skills and lack formal leadership preparation. A systematic literature search appraises and summarises the current literature supporting nurse manager succession planning. Multiple reviewers were used to increase the reliability and validity of article selection and analysis. New nurse managers require months to adapt to their positions. Deliberate nurse manager succession planning should be integrated in the organisation's strategic plan and provide a proactive method for identifying and developing potential leaders. Organisations that identify and develop internal human capital can improve role transition, reduce nurse manager turnover rates and decrease replacement costs. Despite the clear benefits of succession planning, studies show that resource allocation for proactive, deliberate development of current and future nurse leaders is lacking. Additionally, systematic evaluation of succession planning is limited. Deliberate succession planning efforts and appropriate resource allocation require strategic planning and evaluation methods. Detailed evaluation methods demonstrating a positive return on investment utilising a cost-benefit analysis and empirical outcomes are necessary. © 2013 John Wiley & Sons Ltd.

The Balanced Scorecard of acute settings: development process, definition of 20 strategic objectives and implementation.

PubMed

Groene, Oliver; Brandt, Elimer; Schmidt, Werner; Moeller, Johannes

2009-08-01

Strategy development and implementation in acute care settings is often restricted by competing challenges, the pace of policy reform and the existence of parallel hierarchies. To describe a generic approach to strategy development, illustrate the use of the Balanced Scorecard as a tool to facilitate strategy implementation and demonstrate how to break down strategic goals into measurable elements. Multi-method approach using three different conceptual models: Health Promoting Hospitals Standards and Strategies, the European Foundation for Quality Management (EFQM) Model and the Balanced Scorecard. A bundle of qualitative and quantitative methods were used including in-depth interviews, standardized organization-wide surveys on organizational values, staff satisfaction and patient experience. Three acute care hospitals in four different locations belonging to a German holding group. Chief executive officer, senior medical officers, working group leaders and hospital staff. Development and implementation of the Balanced Scorecard. Twenty strategic objectives with corresponding Balanced Scorecard measures. A stepped approach from strategy development to implementation is presented to identify key themes for strategy development, drafting a strategy map and developing strategic objectives and measures. The Balanced Scorecard, in combination with the EFQM model, is a useful tool to guide strategy development and implementation in health care organizations. As for other quality improvement and management tools not specifically developed for health care organizations, some adaptations are required to improve acceptability among professionals. The step-wise approach of strategy development and implementation presented here may support similar processes in comparable organizations.

DECISION SUPPORT FRAMEWORK FOR STORMWATER MANAGEMENT IN URBAN WATERSHEDS

EPA Science Inventory

To assist stormwater management professionals in planning for best management practices (BMPs) implementation, the U.S. Environmental Protection Agency (USEPA) is developing a decision support system for placement of BMPs at strategic locations in urban watersheds. This tool wil...

16 CFR 0.10 - Office of the Executive Director.

Code of Federal Regulations, 2010 CFR

2010-01-01

..., financial management, information technology, and human resources. [65 FR 78408, Dec. 15, 2000] ... Chairman, is the chief operating official who develops and implements management and administrative... on strategic planning and assessing the management and resource implications of any proposed action...

16 CFR 0.10 - Office of the Executive Director.

Code of Federal Regulations, 2011 CFR

2011-01-01

... on strategic planning and assessing the management and resource implications of any proposed action... Chairman, is the chief operating official who develops and implements management and administrative..., financial management, information technology, and human resources. [65 FR 78408, Dec. 15, 2000] ...

Enhanced Traffic Management System (ETMS) : functional description, version 5.0

DOT National Transportation Integrated Search

1995-06-30

This document is a functional description of Version 5.0 of the Enhanced Traffic : Management System (ETMS). The ETMSis an automation system for supporting the : strategic management of air traffic. The ETMS is being developed and maintained in : con...

Strategic Shock: Managing the Strategic Gap

DTIC Science & Technology

2013-03-01

intended to transport 340 mcm annually with 80 percent of the water allocated to support agriculture in the Negev Desert and 20 percent to be used for... water resources in those areas, and have prohibited the development of additional wells and water infrastructure. This lack of development of water ...Soviet military actions, up to and including nuclear war, and had built a well trained and well equipped military establishment whose primary focus was

Strategy Development for Incumbent Urban Universities: Moving Forward in an Increasingly Competitive Environment

ERIC Educational Resources Information Center

Smith, Kirk

2002-01-01

Recently, many urban public universities have seen a drastic increase in competition. This project integrates Schumpeter's economic theories from 70 years ago with current strategic management theory in order to provide a framework for strategic response to that competition. This article explores all possible combinations of the high-low quality…

Online Cultural Heritage Exhibitions: A Survey of Strategic Issues

ERIC Educational Resources Information Center

Liew, Chern Li

2006-01-01

Purpose: This paper seeks to report findings from a study that looked at a range of strategic issues faced in the development, management and maintenance of online cultural heritage exhibitions. The study examined exhibitions from different types of cultural agencies and asked questions about whether, for instance, the exhibitions are part of the…

Strategic outsourcing of clinical services: a model for volume-stressed academic medical centers.

PubMed

Billi, John E; Pai, Chih-Wen; Spahlinger, David A

2004-01-01

Many academic medical centers have significant capacity constraints and limited ability to expand services to meet demand. Health care management should employ strategic thinking to deal with service demands. This article uses three organizational models to develop a theoretical framework to guide the selection of clinical services for outsourcing.

Five Years of Strategic Environmental Assessment Efforts at a Research University: A Case Study of an Organizational Innovation.

ERIC Educational Resources Information Center

Hearn, James C.; And Others

1993-01-01

The development and five-year history of the University of Minnesota's environmental scanning effort, a strategic approach to institutional management, are discussed. Over time, scanning efforts became less theory-based and failed to become institutionalized. Inherent limitations in the organizational structure and culture of educational…

Strategic HRM for SMEs: Implications for Firms and Policy

ERIC Educational Resources Information Center

Brand, Maryse J.; Bax, Erik H.

2002-01-01

This paper is on the growing importance of strategic human resource management (SHRM) for small and medium-sized enterprises (SMEs). Many small firms encounter serious human resource problems, while at the same time these human resources play a vital role in developing and sustaining their competitive advantages. In (S)HRM literature specific…

Staggering successes amid controversy in California water management

NASA Astrophysics Data System (ADS)

Lund, J. R.

2012-12-01

Water in California has always been important and controversial, and it probably always will be. California has a large, growing economy and population in a semi-arid climate. But California's aridity, hydrologic variability, and water controversies have not precluded considerable economic successes. The successes of California's water system have stemmed from the decentralization of water management with historically punctuated periods of more centralized strategic decision-making. Decentralized management has allowed California's water users to efficiently explore incremental solutions to water problems, ranging from early local development of water systems (such as Hetch Hetchy, Owens Valley, and numerous local irrigation projects) to more contemporary efforts at water conservation, water markets, wastewater reuse, and conjunctive use of surface and groundwater. In the cacophony of local and stakeholder interests, strategic decisions have been more difficult, and consequently occur less frequently. California state water projects and Sacramento Valley flood control are examples where decades of effort, crises, floods and droughts were needed to mobilize local interests to agree to major strategic decisions. Currently, the state is faced with making strategic environmental and water management decisions regarding its deteriorating Sacramento-San Joaquin Delta. Not surprisingly, human uncertainties and physical and fiscal non-stationarities dominate this process.

Data on strategically located land and spatially integrated urban human settlements in South Africa.

PubMed

Musakwa, Walter

2017-12-01

In developing countries like South Africa processed geographic information systems (GIS) data on land suitability, is often not available for land use management. Data in this article is based on a published article "The strategically located land index support system for humans settlements land reform in South Africa" (Musakwa et al., 2017) [1]. This article utilities data from Musakwa et al. (2017) [1] and it goes on a step further by presenting the top 25th percentile of areas in the country that are strategically located and suited to develop spatially integrated human settlements. Furthermore the least 25th percentile of the country that are not strategically located and spatially integrated to establish human settlements are also presented. The article also presents the processed spatial datasets that where used to develop the strategically located land index as supplementary material. The data presented is meant to stir debate on spatially integrated human settlements in South Africa.

Strategic collaborative quality management and employee job satisfaction

PubMed Central

Mosadeghrad, Ali Mohammad

2014-01-01

Background: This study aimed to examine Strategic Collaborative Quality Management (SCQM) impact on employee job satisfaction. Methods: The study presents a case study over six years following the implementation of the SCQM programme in a public hospital. A validated questionnaire was used to measure employees’ job satisfaction. The impact of the intervention was measured by comparing the pre-intervention and post-intervention measures in the hospital. Results: The hospital reported a significant improvement in some dimensions of job satisfaction like management and supervision, organisational policies, task requirement, and working conditions. Conclusion: This paper provides detailed information on how a quality management model implementation affects employees. A well developed, well introduced and institutionalised quality management model can improve employees’ job satisfaction. However, the success of quality management needs top management commitment and stability. PMID:24847482

Strategic collaborative quality management and employee job satisfaction.

PubMed

Mosadeghrad, Ali Mohammad

2014-05-01

This study aimed to examine Strategic Collaborative Quality Management (SCQM) impact on employee job satisfaction. The study presents a case study over six years following the implementation of the SCQM programme in a public hospital. A validated questionnaire was used to measure employees' job satisfaction. The impact of the intervention was measured by comparing the pre-intervention and post-intervention measures in the hospital. The hospital reported a significant improvement in some dimensions of job satisfaction like management and supervision, organisational policies, task requirement, and working conditions. This paper provides detailed information on how a quality management model implementation affects employees. A well developed, well introduced and institutionalised quality management model can improve employees' job satisfaction. However, the success of quality management needs top management commitment and stability.

Improving the Success of Strategic Management Using Big Data.

PubMed

Desai, Sapan S; Wilkerson, James; Roberts, Todd

2016-01-01

Strategic management involves determining organizational goals, implementing a strategic plan, and properly allocating resources. Poor access to pertinent and timely data misidentifies clinical goals, prevents effective resource allocation, and generates waste from inaccurate forecasting. Loss of operational efficiency diminishes the value stream, adversely impacts the quality of patient care, and hampers effective strategic management. We have pioneered an approach using big data to create competitive advantage by identifying trends in clinical practice, accurately anticipating future needs, and strategically allocating resources for maximum impact.

The use of scenario analysis in local public health departments: alternative futures for strategic planning.

PubMed Central

Venable, J M; Ma, Q L; Ginter, P M; Duncan, W J

1993-01-01

Scenario analysis is a strategic planning technique used to describe and evaluate an organization's external environment. A methodology for conducting scenario analysis using the Jefferson County Department of Health and the national, State, and county issues confronting it is outlined. Key health care and organizational issues were identified using published sources, focus groups, questionnaires, and personal interviews. The most important of these issues were selected by asking health department managers to evaluate the issues according to their probability of occurrence and likely impact on the health department. The high-probability, high-impact issues formed the basis for developing scenario logics that constitute the story line holding the scenario together. The results were a set of plausible scenarios that aided in strategic planning, encouraged strategic thinking among managers, eliminated or reduced surprise about environmental changes, and improved managerial discussion and communication. PMID:8265754

75 FR 21678 - Business and Operations Advisory Committee; Notice of Meeting

Federal Register 2010, 2011, 2012, 2013, 2014

2010-04-26

... Management/Leadership Development. May 19, 2010 NSF Strategic Plan Update--2010-2015; Future NSF-2013 Lease... Director; Closing Committee Discussion/Wrap-Up. Dated: April 21, 2010. Susanne Bolton, Committee Management...

Management strategies in hospitals: scenario planning

PubMed Central

Ghanem, Mohamed; Schnoor, Jörg; Heyde, Christoph-Eckhard; Kuwatsch, Sandra; Bohn, Marco; Josten, Christoph

2015-01-01

Background: Instead of waiting for challenges to confront hospital management, doctors and managers should act in advance to optimize and sustain value-based health. This work highlights the importance of scenario planning in hospitals, proposes an elaborated definition of the stakeholders of a hospital and defines the influence factors to which hospitals are exposed to. Methodology: Based on literature analysis as well as on personal interviews with stakeholders we propose an elaborated definition of stakeholders and designed a questionnaire that integrated the following influence factors, which have relevant impact on hospital management: political/legal, economic, social, technological and environmental forces. These influence factors are examined to develop the so-called critical uncertainties. Thorough identification of uncertainties was based on a “Stakeholder Feedback”. Results: Two key uncertainties were identified and considered in this study: the development of workload for the medical staff the profit oriented performance of the medical staff. According to the developed scenarios, complementary education of the medical staff as well as of non-medical top executives and managers of hospitals was the recommended core strategy. Complementary scenario-specific strategic options should be considered whenever needed to optimize dealing with a specific future development of the health care environment. Conclusion: Strategic planning in hospitals is essential to ensure sustainable success. It considers multiple situations and integrates internal and external insights and perspectives in addition to identifying weak signals and “blind spots”. This flows into a sound planning for multiple strategic options. It is a state of the art tool that allows dealing with the increasing challenges facing hospital management. PMID:26504735

Business continuity and risk management at a strategic level: Case study of the Flemish government.

PubMed

Bouve, Joris; Steens, Herman-Peter; Ruebens, Martin

2018-01-01

The Flemish government comprises a number of different departments and agencies with the autonomy to optimise their service level in a proactive and resilient manner. Recently, the Flemish government defined four organisational values: openness, decisiveness, trust and agility. In addition, the Internal Audit Agency developed guidelines concerning internal control and organisational management, in which risk management was emphasised. In combination with goal setting and process management, this paper considers risk management as a starting point for the overall management of Flemish government entities. The paper then develops tools to support the establishment of business continuity and risk management processes. These tools fit into the organisation's strategic framework and are easy to understand, pragmatically designed and flexible in their use. The paper goes on to illustrate how the Department of the Chancellery and Public Governance is implementing BCM and risk management, and how it is integrating BCM, risk management and crisis management. It will then focus on the Flemish government's long-term strategy across the boundaries between the different entities and the question of how risk management can become a useful tool for policy makers.

Strategic management of the health workforce in developing countries: what have we learned?

PubMed

Fritzen, Scott A

2007-02-26

The study of the health workforce has gained in prominence in recent years, as the dynamic interconnections between human resource issues and health system effectiveness have come into sharper focus. This paper reviews lessons relating to strategic management challenges emerging from the growing literature in this area. Workforce issues are strategic: they affect overall system performance as well as the feasibility and sustainability of health reforms. Viewing workforce issues strategically forces health authorities to confront the yawning gaps between policy and implementation in many developing countries. Lessons emerge in four areas. One concerns imbalances in workforce structure, whether from a functional specialization, geographical or facility lens. These imbalances pose a strategic challenge in that authorities must attempt to steer workforce distribution over time using a limited range of policy tools. A second group of lessons concerns the difficulties of central-level steering of the health workforce, often critically weak due to the lack of proper information systems and the complexities of public sector decentralization and service commercialization trends affecting the grassroots.A third cluster examines worker capacity and motivation, often shaped in developing countries as much by the informal norms and incentives as by formal attempts to support workers or to hold them accountable. Finally, a range of reforms centering on service contracting and improvements to human resource management are emerging. Since these have as a necessary (but not sufficient) condition some flexibility in personnel practices, recent trends towards the sharing of such functions with local authorities are promising. The paper identifies a number of current lines of productive research, focusing on the relationship between health policy reforms and the local institutional environments in which the workforce, both public and private, is deployed.

Achieving competitive advantage through strategic human resource management.

PubMed

Fottler, M D; Phillips, R L; Blair, J D; Duran, C A

1990-01-01

The framework presented here challenges health care executives to manage human resources strategically as an integral part of the strategic planning process. Health care executives should consciously formulate human resource strategies and practices that are linked to and reinforce the broader strategic posture of the organization. This article provides a framework for (1) determining and focusing on desired strategic outcomes, (2) identifying and implementing essential human resource management actions, and (3) maintaining or enhancing competitive advantage. The strategic approach to human resource management includes assessing the organization's environment and mission; formulating the organization's business strategy; assessing the human resources requirements based on the intended strategy; comparing the current inventory of human resources in terms of numbers, characteristics, and human resource management practices with respect to the strategic requirements of the organization and its services or product lines; formulating the human resource strategy based on the differences between the assessed requirements and the current inventory; and implementing the appropriate human resource practices to reinforce the strategy and attain competitive advantage.

Managerial strategies to reorient hospitals towards health promotion: lessons from organisational theory.

PubMed

Röthlin, Florian

2013-01-01

Reorienting health services towards health promotion is one of the major health promotion strategies stipulated by the Ottawa Charter). Important contradictions, tensions and barriers to health promotion implementation associated with organisational structures have, thus far, been underexposed in the hospital health promotion discourse. This paper aims at identifying risks and the chances for hospital management to strategically and sustainably reorient their hospitals towards health promotion. The paper combines theories and findings from organisational science and management studies as well as from capacity development in the form of a narrative literature review. The aim is to focus on the conditions hospitals, as organisational systems with a highly professionalised workforce, provide for a strategically managed reorientation towards health promotion. Models and principles helping managers to navigate the difficulties and complexities of health promotion reorientation will be suggested. Hospital managers have to deal with genuine obstacles in the complexity and structural formation of hospital organisations. Against this background, continuous management support, a transformative leadership style, participative strategic management and expert governance can be considered important organisational capacities for the reorientation towards a new concept such as health promotion. This paper discusses managerial strategies, effective structural transformations and important organisational capacities that can contribute to a sustainable reorientation of hospitals towards health promotion. It supports hospital managers in exploring their chances of facilitating and effectively supporting a sustainable health promotion reorientation of their hospitals. The paper provides an innovative approach where the focus is on enhanced possibilities for hospital managers to strategically manage the reorientation towards health promotion.

Evaluating the ecological sustainability of a pinyon-juniper grassland ecosystem in northern Arizona

Treesearch

Reuben Weisz; Jack Triepke; Don Vandendriesche; Mike Manthei; Jim Youtz; Jerry Simon; Wayne Robbie

2010-01-01

In order to develop strategic land management plans, managers must assess current and future ecological conditions. Climate change has expanded the need to assess the sustainability of ecosystems and predict their conditions under different climate change and management scenarios using landscape dynamics simulation models. We present a methodology for developing a...

Strategic Management of Resource Markets: An Exploratory Study of Department of Defense Contractors.

DTIC Science & Technology

1982-04-01

prime contractors focusing on (1) the operation and functional content of strategic management systems and their approaches to identifying, prioritizing...Introduction Strategic Planning for Procurement Approaches to Strategic Planning Relationship with the Procurement Process Organizational Demands Studies...planning/management with the same skill, content and commitment, what suggested improvements can come from a study of the approaches used by the more

Transformation and Change Management for Strategic Leaders

DTIC Science & Technology

2002-04-09

TRANSFORMATION AND CHANGE MANAGEMENT FOR STRATEGIC LEADERS BY MR. KENNETH L. WRIGHT Department of the Army DISTRIBUTION STATEMENT A: Approved for Public...PROJECT TRANSFORMATION AND CHANGE MANAGEMENT FOR STRATEGIC LEADERS BY MR. KENNETH L. WRIGHT DEPARTMENT OF THE ARMY Dr. Robert M. Murphy Project Advisor The...STRATEGIC LEADERS FORMAT: Strategy Research Project DATE: 09 April 2002 PAGES: 33 CLASSIFICATION: Unclassified The objective of this work is to examine

Issues Management and the Role of Strategic Planning. AIR 1985 Annual Forum Paper.

ERIC Educational Resources Information Center

Lozier, G. Gregory; Chittipeddi, Kumar

The integration of issues management into the institutional strategic planning process at Pennsylvania State University is discussed. The significance of issues management as an organizational process is also considered. Stages of the issues management process are: (1) scanning the external environment to identify strategic issues; (2) analyzing…

Take a Strategic Direction with Debt.

ERIC Educational Resources Information Center

Augustine, John H.

2002-01-01

Offers advice to higher education institutions about financing decisions on their debt portfolios. Addresses developing a debt management framework, factors affecting strategy, interest rate management, establishing a debt management benchmark, and adopting a prospective approach. Sidebars discuss the trade-offs of credit offerings, and…

Rethinking Teacher Workforce Development: A Strategic Human Resource Management Perspective

ERIC Educational Resources Information Center

Smylie, Mark A.; Miretzky, Debra; Konkol, Pamela

2004-01-01

In this chapter, the authors focus on teacher development as a collective and organizational issue. They begin with a brief review of conventional approaches to teacher workforce development and management, including current critiques of these efforts, their possible consequences, and an overview of the recent calls for more comprehensive,…

SDDOT transportation systems management & operations program plan.

DOT National Transportation Integrated Search

2016-06-01

The objective of this project is the development of a comprehensive Transportation Systems Management and : Operations (TSM&O) Program Plan for the South Dakota Department of Transportation. This plan guides : business planning and strategic decision...

Strategic planning, implementation, and evaluation processes in hospital systems: a survey from Iran.

PubMed

Sadeghifar, Jamil; Jafari, Mehdi; Tofighi, Shahram; Ravaghi, Hamid; Maleki, Mohammad Reza

2014-09-28

Strategic planning has been presented as an important management practice. However, evidence of its deployment in healthcare systems in low-income and middle-income countries (LMICs) is limited. This study investigated the strategic management process in Iranian hospitals. The present study was accomplished in 24 teaching hospitals in Tehran, Iran from September 2012 to March 2013. The data collection instrument was a questionnaire including 130 items. This questionnaire measured the situation of formulation, implementation, and evaluation of strategic plan as well as the requirements, facilitators, and its benefits in the studied hospitals. All the investigated hospitals had a strategic plan. The obtained percentages for the items "the rate of the compliance to requirements" and "the quantity of planning facilitators" (68.75%), attention to the stakeholder participation in the planning (55.74%), attention to the planning components (62.22%), the status of evaluating strategic plan (59.94%) and the benefits of strategic planning for hospitals (65.15%) were in the medium limit. However, the status of implementation of the strategic plan (53.71%) was found to be weak. Significant statistical correlations were observed between the incentive for developing strategic plan and status of evaluating phase (P=0.04), and between status of implementation phase and having a documented strategic plan (P=0.03). According to the results, it seems that absence of appropriate internal incentive for formulating and implementing strategies led more hospitals to start formulation strategic planning in accordance with the legal requirements of Ministry of Health. Consequently, even though all the investigated hospital had the documented strategic plan, the plan has not been implemented efficiently and valid evaluation of results is yet to be achieved.

Strategic Planning, Implementation, and Evaluation Processes in Hospital Systems: A Survey From Iran

PubMed Central

Sadeghifar, Jamil; Jafari, Mehdi; Tofighi, Shahram; Ravaghi, Hamid; Maleki, Mohammad Reza

2015-01-01

Aim & Background: Strategic planning has been presented as an important management practice. However, evidence of its deployment in healthcare systems in low-income and middle-income countries (LMICs) is limited. This study investigated the strategic management process in Iranian hospitals. Methods: The present study was accomplished in 24 teaching hospitals in Tehran, Iran from September 2012 to March 2013. The data collection instrument was a questionnaire including 130 items. This questionnaire measured the situation of formulation, implementation, and evaluation of strategic plan as well as the requirements, facilitators, and its benefits in the studied hospitals. Results: All the investigated hospitals had a strategic plan. The obtained percentages for the items “the rate of the compliance to requirements” and “the quantity of planning facilitators” (68.75%), attention to the stakeholder participation in the planning (55.74%), attention to the planning components (62.22%), the status of evaluating strategic plan (59.94%) and the benefits of strategic planning for hospitals (65.15%) were in the medium limit. However, the status of implementation of the strategic plan (53.71%) was found to be weak. Significant statistical correlations were observed between the incentive for developing strategic plan and status of evaluating phase (P=0.04), and between status of implementation phase and having a documented strategic plan (P=0.03). Conclusion: According to the results, it seems that absence of appropriate internal incentive for formulating and implementing strategies led more hospitals to start formulation strategic planning in accordance with the legal requirements of Ministry of Health. Consequently, even though all the investigated hospital had the documented strategic plan, the plan has not been implemented efficiently and valid evaluation of results is yet to be achieved. PMID:25716385

Off-balance-sheet financing can generate capital for strategic development.

PubMed

Campobasso, F D

2000-06-01

To manage their real estate portfolios effectively and obtain funding for strategic development, IDSs should consider adopting off-balance-sheet financing strategies, such as sale-and-leaseback transactions, synthetic leases, and joint-venture arrangements. Under these approaches, real estate assets are moved off of the organization's balance sheet via a partial or complete transfer of ownership to a third-party entity. The organization typically retains a satisfactory degree of control over the assets as lessee in sale-and-leaseback and synthetic-lease arrangements, or limited or minority partner in a joint venture, while freeing up cash to use for other strategic purposes.

Strategic Management or Strategic Planning for Defense?

DTIC Science & Technology

1989-02-01

manage at the regional or CinC level with an appreciation of strategic planning and management concepts currently taught at business schools . Military...those not in uniform. Science, engineering, and business schools all suggest that their faculties have experience tours so that they can appreciate

Strategic plan modelling by hospital senior administration to integrate diversity management.

PubMed

Newhouse, John J

2010-11-01

Limited research suggests that some hospital senior administrators and chief executive officers (CEOs) have employed a strategic planning function to achieve diversity management practices. As the hospital industry struggles with how to integrate diversity practices to improve patient satisfaction, increase the quality of care and enhance clinical outcomes for minority populations, understanding the planning process involved in this endeavour becomes significant for senior hospital administrators. What is not well understood is what this strategic planning process represents and how it is applied to integrate diversity management. Scant research exists about the type of strategic models that hospital CEOs employ when they wish to reposition their organizations through diversity management. This study examines the strategic planning models used by senior administrators to integrate diversity management for an institutional-wide agenda. A qualitative survey process was used for CEOs in the states of New York, Pennsylvania, New Jersey and Delaware. The key research questions dealt with what type of strategic plan approach senior administrators used for integrating diversity management and what rationale they used to pursue this. Significant differences were reported between three types of strategic plan modelling used by CEOs. Also, when comparing past and current practices over time, such differences existed. The need to integrate diversity management is underscored by this study. How senior hospital administrators apply strategic plan models and what impact these approaches have represent the major implications that this study offers.

New Challenges for Strategy Development in Irish Higher Education Institutions

ERIC Educational Resources Information Center

Lillis, Deirdre; Lynch, Marion

2014-01-01

Strategic planning has become an integral part of the management of higher education institutions worldwide. The experiences of all but one of the Republic of Ireland's 21 universities and institutes of technology with strategic planning are explored from 2000 to 2010. At the starting point in 2000, only two institutions had a documented strategic…

Strategic management process in hospitals.

PubMed

Zovko, V

2001-01-01

Strategic management is concerned with strategic choices and strategic implementation; it provides the means by which organizations meet their objectives. In the case of hospitals it helps executives and all employees to understand the real purpose and long term goals of the hospital. Also, it helps the hospital find its place in the health care service provision chain, and enables the hospital to coordinate its activities with other organizations in the health care system. Strategic management is a tool, rather than a solution, that helps executives to identify root causes of major problems in the hospital.

Critical Success Factors in Teaching Strategic Sales Management: Evidence from Client-Based Classroom and Web-Based Formats

ERIC Educational Resources Information Center

Jaskari, Harri; Jaskari, Minna-Maarit

2016-01-01

The importance of sales management as an interface between a company and its customers is widely recognized. However, the teaching of strategic sales management has not received enough attention in marketing education literature. This study analyzes an experiential client-based method for teaching a strategic sales management course. The authors…

Effect of attitudes and perceptions of independent community pharmacy owners/managers on the comprehensiveness of strategic planning.

PubMed

Harrison, Donald L

2006-01-01

To assess the attitudes and perceptions of independent community pharmacy owners/managers about the comprehensiveness of strategic planning conducted for their pharmacies. Cross-sectional study. United States. Nationwide random sample of 1,250 owners/managers of independent community pharmacies. Mailed survey. Comprehensiveness of strategic planning conducted; components used in the strategic planning process. Attitudes and perceptions of owners/managers of independent community pharmacies toward strategic planning. A total of 527 (42.1%) usable questionnaires were returned. Of the 141 (26.8%) respondents who indicated that they conduct strategic planning, most components of the process were used. However, only 78 (55.3%) of those respondents conducted a review of pharmacy systems, and only 60 (42.6%) periodically evaluated implemented strategies. Approximately 88% of the variance in comprehensiveness was accounted for by 12 variables identified as significantly associated with the comprehensiveness of strategic planning conducted by owners/managers of independent community pharmacies. These included factors such as favorable cost-benefit relationship, impact of the Medicare Modernization Act of 2003, and remaining competitive in the pharmacy marketplace. While a minority of the survey population, respondents who reported conducting strategic planning used a reasonably comprehensive process. Further, several variables were identified as significant factors associated with comprehensiveness of strategic planning conducted.

What Board Members Need to Know About: Enrollment Management

ERIC Educational Resources Information Center

Hundrieser, Jim

2015-01-01

Contemporary strategic enrollment management entails planning, implementing, and developing administrative structures to develop and support strategies and tactics to regulate patterns of students entering the institution and through to graduation. It must do so in a way that is both predictable and consistent with the institution's mission and…

SUSTAIN – A Framework for Placement of Best Management Practices in Urban Watersheds to Protect Water Quality

EPA Science Inventory

SUSTAIN (System for Urban Stormwater Treatment and Analysis INtegration) is a decision support system to facilitate selection and placement of best management practices (BMPs) and low impact development (LID) techniques at strategic locations in urban watersheds. It was develope...

The analysis of the program to develop the Nuclear Waste Management System: Allocated requirements for the Office of Civilian Radioactive Waste Management Program

DOE Office of Scientific and Technical Information (OSTI.GOV)

Woods, T.W.

1991-09-01

This report is volume 3, part B, of the program to satisfy the allocated requirements of the Office of Civilian Radioactive Waste Management Program, in the development of the nuclear waste management system. The report is divided into the following sections: regulatory compliance; external relations; international programs; strategic and contingency planning; contract business management; and administrative services. (CS)

The association of strategic group and organizational culture with hospital performance in China.

PubMed

Xue, Di; Zhou, Ping; Bundorf, M Kate; Huang, Jin Xin; Chang, Ji Le

2013-01-01

The policy environment in China is rapidly changing. Strategic planning may enable hospitals to respond more effectively to changes in their external environment, little evidence exists on the extent to which public hospitals in China adopt different strategies and the relationship between strategic decision-making and hospital performance. The purposes of our study were to determine the extent to which different hospitals adopt different strategies, whether strategies are associated with organizational culture and whether hospital strategies are associated with hospital performance. Presidents (or vice presidents), employees, and patients from 87 public hospitals were surveyed during 2009. Measures of strategic group were developed using cluster analysis based on the three dimensions of product position, competitive posture, and market position. Culture was measured using a tool developed by the investigators. Performance was measured based on profitability, patient satisfaction, and employee satisfaction with overall hospital development in the recent 5 years. The association of strategic group and organizational culture with hospital performance was analyzed using multivariate models. Chinese public general hospitals were classified into five strategic groups that had significant differences in product positioning, competitive posture, and market position. Hospitals of similar types based on regulation adopted different strategies. Organizational culture was not strongly associated with hospital strategic group. Although strategic group was associated with hospital profitability and patient satisfaction in the models with or without control for hospital location, these effects did not persist after controlling for organizational culture, hospital level, and hospital location. It is important for public hospitals in China to make effective strategic planning and align their organizational culture with the strategies for better execution and therefore better performance. Moreover, the method of hospital strategic grouping in the study provides a new way to analyze management issues within a strategic group and between strategic groups.

Space Station overall management approach for operations

NASA Technical Reports Server (NTRS)

Paules, G.

1986-01-01

An Operations Management Concept developed by NASA for its Space Station Program is discussed. The operational goals, themes, and design principles established during program development are summarized. The major operations functions are described, including: space systems operations, user support operations, prelaunch/postlanding operations, logistics support operations, market research, and cost/financial management. Strategic, tactical, and execution levels of operational decision-making are defined.

Developing a Framework For Managing Knowledge in Enterprises.

ERIC Educational Resources Information Center

du Toit, Adeline

1999-01-01

Discusses the strategic management of knowledge assets for competitive advantage in enterprises. Presents an integrative, systematic approach that can be followed in order to improve the business value of the knowledge assets of an enterprise. (Author/AEF)

7 CFR 2003.26 - Functional organization of RBS.

Code of Federal Regulations, 2010 CFR

2010-01-01

... community welfare by enhancing organizational and management skills, developing effective economic..., civil rights, EEO, space, equipment, travel, Senior Executive Service and Schedule C activities... cooperatives on their overall structure, strategic management and planning, financial issues, and operational...

Status and future of Lake Huron fish communities

USGS Publications Warehouse

Ebener, M.P.; Johnson, J.E.; Reid, D.M.; Payne, N.P.; Argyle, R.L.; Wright, G.M.; Krueger, K.; Baker, J.P.; Morse, T.; Weise, J.; Munawar, M.; Edsall, T.; Leach, J.

1995-01-01

In 1993, fishery management agencies with jurisdiction over Lake Huron fish populations developed draft fish community objectives in response to the Joint Strategic Plan for Management of Great Lakes Fisheries. The Joint Strategic Plan charged the Great Lakes Fishery Commission sponsored Lake Huron Committee to define objectives for what the fish community of Lake Huron should look like in the future, and to develop means for measuring progress toward the objectives. The overall management objective for Lake Huron is to 'over the next two decades restore an ecologically balanced fish community dominated by top predators and consisting largely of self-sustaining, indigenous and naturalized species and capable of sustaining annual harvests of 8.9 million kg'. This paper represents the first attempt at consolidating current biological information from different management agencies on a lake-wide basis for the purpose of assessing the current status and dynamics of Lake Huron fishes.

Critical role of developing national strategic plans as a guide to strengthen laboratory health systems in resource-poor settings.

PubMed

Nkengasong, John N; Mesele, Tsehaynesh; Orloff, Sherry; Kebede, Yenew; Fonjungo, Peter N; Timperi, Ralph; Birx, Deborah

2009-06-01

Medical laboratory services are an essential, yet often neglected, component of health systems in developing countries. Their central role in public health, disease control and surveillance, and patient management is often poorly recognized by governments and donors. However, medical laboratory services in developing countries can be strengthened by leveraging funding from other sources of HIV/AIDS prevention, care, surveillance, and treatment programs. Strengthening these services will require coordinated efforts by national governments and partners and can be achieved by establishing and implementing national laboratory strategic plans and policies that integrate laboratory systems to combat major infectious diseases. These plans should take into account policy, legal, and regulatory frameworks; the administrative and technical management structure of the laboratories; human resources and retention strategies; laboratory quality management systems; monitoring and evaluation systems; procurement and maintenance of equipment; and laboratory infrastructure enhancement. Several countries have developed or are in the process of developing their laboratory plans, and others, such as Ethiopia, have implemented and evaluated their plan.

The Role of Information in the Strategic Management Process.

ERIC Educational Resources Information Center

Hayward, Tim; Broady, Judith E.

1995-01-01

Presents research on the use of external information in the strategic management of retail banks in the United Kingdom. Explores the organizational role of the environmental analysis department, the character of business environment analysis, and the nature of information used in strategic management and its perceived importance. (Author/AEF)

Work schedule manager gap analysis : assessing the future training needs of work schedule managers using a strategic job analysis approach.

DOT National Transportation Integrated Search

2010-05-01

This report documents the results of a strategic job analysis that examined the job tasks and knowledge, skills, abilities, and other characteristics (KSAOs) needed to perform the job of a work schedule manager. The strategic job analysis compared in...

Work schedule manager gap analysis : assessing the future training needs of work schedule managers using a strategic job analysis approach

DOT National Transportation Integrated Search

2010-05-01

This report documents the results of a strategic job analysis that examined the job tasks and knowledge, skills, abilities, and other characteristics (KSAOs) needed to perform the job of a work schedule manager. The strategic job analysis compared in...

Strategic Management and Evaluation: Rivals, Partners, or Just Fellow Travelers?

ERIC Educational Resources Information Center

Klay, William Earle

1991-01-01

Evaluation and strategic management are related in that each attempts to improve the quality of policy decisions and each has evolved from a product-centered focus to one in which implementation and utilization are vital. Evaluators should understand strategic management theory to evaluate its applications appropriately. (SLD)

Simulation: A Complementary Method for Teaching Health Services Strategic Management

PubMed Central

Reddick, W. T.

1990-01-01

Rapid change in the health care environment mandates a more comprehensive approach to the education of future health administrators. The area of consideration in this study is that of health care strategic management. A comprehensive literature review suggests microcomputer-based simulation as an appropriate vehicle for addressing the needs of both educators and students. Seven strategic management software packages are reviewed and rated with an instrument adapted from the Infoworld review format. The author concludes that a primary concern is the paucity of health care specific strategic management simulations.

Strategic Financial Management for Conferences, Workshops, and Meetings. Jossey-Bass Higher and Adult Education Series and Jossey-Bass Management Series.

ERIC Educational Resources Information Center

Simerly, Robert G.

This book shows how to design and implement a strategic financial management system for any organization that plans conferences, workshops, and meetings. It guides the reader through steps in the budgeting and strategic financial management process. Case studies, hints, and guidelines for avoiding the most common mistakes are given, and…

Strategic Planning and Management. Report of the Annual Management Institute for College and University Executives (10th, Snowmass, Colorado, July 21-26, 1985).

ERIC Educational Resources Information Center

Groff, Warren H.; Cope, Robert G.

Basic and advanced workshops on strategic planning and management for college personnel were held in 1985. Strategic planning and management includes: (1) assessing an institution's external environment to determine opportunities/threats; (2) auditing an institution's internal environment to determine strengths/weaknesses; (3) using these two sets…

Design and Operational Evaluation of the Traffic Management Advisor at the Fort Worth Air Route Traffic Control Center

DOT National Transportation Integrated Search

1997-06-19

NASA and the Federal Aviation Administration (FAA) have designed and developed an automation tool known as the Traffic Management Advisor (TMA). The TMA is a time-based strategic planning tool that provides Traffic Management Coordinators (TMCs) and ...

The Use of Simulation to Improve the Effectiveness of Training in Performance Management

ERIC Educational Resources Information Center

Rachman-Moore, Dalia; Kenett, Ron S.

2006-01-01

Performance management is an important managerial tool that directs employees' goals and behavior toward the organization's strategic goals. This article focuses on simulation-based training in performance management systems. The simulation developed at the School of Business Administration of the College of Management in Israel is based on a…

A framework for operationalization of strategic plans and metrics for corporate performance measurement in transportation asset management

NASA Astrophysics Data System (ADS)

Mteri, Hassan H.

This thesis investigated the business processes required to translate corporate-level strategic plans into tactical and operational plans in the context of transportation asset management. The study also developed a framework for effective performance measure for departments of transportation. The thesis was based on a case study of transportation agencies in the U.S.A. and Canada. The scope is therefore limited or more directly applicable to transportation assets such as pavement, bridges and culverts. The goal was to address the problem of translating or managing strategic plans, especially in the context of the public sector responsible for operating transportation infrastructure. It was observed that many agencies have been successful in formulating good strategic plans but they have performed relatively poorly in translating such corporate-level strategic plans into operational activities. A questionnaire survey was designed and targeted about 30 state agencies that are currently active in transportation asset management. Twenty one (21) transportation agencies in the USA and Canada responded to the questionnaire. The analysis of the questionnaire data showed that there is a lack of a standard approach to managing corporate strategic plans in transportation agencies. The results also indicated that most transportation agencies operate in three organizational levels but there was no systematic approach of translating goal and objectives from high level to lower levels. Approaches in performance measurement were found to vary from agency to agency. A number of limitations were identified in the existing practice on performance measurements. Key weaknesses include the large number of measures in use (as many as 25 or more), and the disconnection between the measures used and the corporate goals and objectives. Lessons from the private sector were thoroughly reviewed in order to build the groundwork for adapting existing tools to the public sector. The existing literature, assumptions and characteristics that make the Balanced Scorecards and strategy maps work effectively in the private sector were identified. Gaps in implementation of strategic plans and the use of Balanced Scorecard in the public sector were derived. Although Balanced Scorecards have previously been used to a limited extent in transportation agencies, the use of combined Balanced Scorecards and strategy maps with a much broader utility of translating strategic plans into tactical and operational activities for Transportation Asset Management is yet to be established. The thesis presents a framework to operationalize strategic plans through the combined application of Balanced Scorecards and strategy maps. The proposed framework aligns overarching objectives in all organizational levels: corporate, tactical, and operation, in which detail information is delegated from top level to lower levels. Furthermore, the thesis presents a proposed framework for developing and using effective corporate performance measures. The framework for performance measures provides a key tool for tracking progress and ensuring overall operationalization of strategic plans in transportation agencies. The thesis presents a methodology to assess existing performance measures so that agencies can reduce the number of measures, to be more effective and manageable. It was found that among other good characteristics, corporate performance measures must be tied to agency's goals and objectives and must be sensitive or responsive to program delivery activities and to the impacts of decisions about resource allocation.

Appraising longitudinal trends in the strategic risks cited by risk managers in the international water utility sector, 2005-2015.

PubMed

Chalker, Rosemary T C; Pollard, Simon J T; Leinster, Paul; Jude, Simon

2018-03-15

We report dynamic changes in the priorities for strategic risks faced by international water utilities over a 10year period, as cited by managers responsible for managing them. A content analysis of interviews with three cohorts of risk managers in the water sector was undertaken. Interviews probed the focus risk managers' were giving to strategic risks within utilities, as well as specific questions on risk analysis tools (2005); risk management cultures (2011) and the integration of risk management with corporate decision-making (2015). The coding frequency of strategic (business, enterprise, corporate) risk terms from 18 structured interviews (2005) and 28 semi-structured interviews (12 in 2011; 16 in 2015) was used to appraise changes in the perceived importance of strategic risks within the sector. The aggregated coding frequency across the study period, and changes in the frequency of strategic risks cited at three interview periods identified infrastructure assets as the most significant risk over the period and suggests an emergence of extrinsic risk over time. Extended interviews with three utility risk managers (2016) from the UK, Canada and the US were then used to contextualise the findings. This research supports the ongoing focus on infrastructure resilience and the increasing prevalence of extrinsic risk within the water sector, as reported by the insurance sector and by water research organisations. The extended interviews provided insight into how strategic risks are now driving the implementation agenda within utilities, and into how utilities can secure tangible business value from proactive risk governance. Strategic external risks affecting the sector are on the rise, involve more players and are less controllable from within a utility's own organisational boundaries. Proportionate risk management processes and structures provide oversight and assurance, whilst allowing a focus on the tangible business value that comes from managing strategic risks well. Copyright © 2017 The Authors. Published by Elsevier B.V. All rights reserved.

Making strategy: learning by doing.

PubMed

Christensen, C M

1997-01-01

Companies find it difficult to change strategy for many reasons, but one stands out: strategic thinking is not a core managerial competence at most companies. Executives hone their capabilities by tackling problems over and over again. Changing strategy, however, is not usually a task that they face repeatedly. Once companies have found a strategy that works, they want to use it, not change it. Consequently, most managers do not develop a competence in strategic thinking. This Manager's Tool Kit presents a three-stage method executives can use to conceive and implement a creative and coherent strategy themselves. The first stage is to identify and map the driving forces that the company needs to address. The process of mapping provides strategy-making teams with visual representations of team members' assumptions, those pictures, in turn, enable managers to achieve consensus in determining the driving forces. Once a senior management team has formulated a new strategy, it must align the strategy with the company's resource-allocation process to make implementation possible. Senior management teams can translate their strategy into action by using aggregate project planning. And management teams that link strategy and innovation through that planning process will develop a competence in implementing strategic change. The author guides the reader through the three stages of strategy making by examining the case of a manufacturing company that was losing ground to competitors. After mapping the driving forces, the company's senior managers were able to devise a new strategy that allowed the business to maintain a competitive advantage in its industry.

Institutional Issues in the Planning and Implementation of a Program to Dispose of High-Level Radioactive Wastes

DTIC Science & Technology

1981-02-01

environment including political and psychosociological variables, (2) implementation (2) H. Igor Ansoff , Roger P. Declerck and Robert L. Hayes, "From...Strategic Planning to Strategic Management" in From Strategic Planning to Strategic Management, edited by H. Igor Ansoff et al., John Wiley & Sons, 1976...Hanagement," in From Strategic Planning to Strategic Nanagement, edited by H. Igor Ansoff et al., Jon.𔃻 Wiley & Sons, 1976, p. 33. -44- is not willing to

Physicians in health care management: 9. Strategic alliances and relationships between organizations.

PubMed Central

Leatt, P; Barnsley, J

1994-01-01

Health care organizations must increasingly develop strategic alliances with other groups and organizations. A variety of interorganizational relationships are possible: shared services, joint programs, umbrella organizations, health agency networks and mergers. As governments try to control health care costs, physicians will play an important role in developing and implementing these alliances. They will be expected to advocate on behalf of patients and communities to ensure that these new organizational arrangements facilitate coordinated care. PMID:8087752

Mining level of control in medical organizations.

PubMed

Çalimli, Olgu; Türkeli, Serkan; Eken, Emir Gökberk; Gönen, Halil Emre

2014-01-01

In literature of strategic management, there are three layers of control defined in organizational structures. These layers are strategic, tactical and operational, in which resides senior, medium level and low level managers respectively. In strategic level, institutional strategies are determined according to senior managers' perceived state of organization. In tactical level, this strategy is processed into methods and activities of a business management plan. Operational level embodies actions and functions to sustain specified business management plan. An acknowledged lead organization in Turkish medical area is examined using case study and data mining method in the scope of this paper. The level of decisions regarded in managerial purposes evaluated through chosen organization's business intelligence event logs report. Hence specification of management level importance of medical organizations is made. Case study, data mining and descriptive statistical method of taken case's reports present that positions of "Chief Executive Officer", "Outpatient Center Manager", "General Manager", monitored and analyzed functions of operational level management more frequently than strategic and tactical level. Absence of strategic management decision level research in medical area distinguishes this paper and consequently substantiates its significant contribution.

Cost accounting, management control, and planning in health care.

PubMed

Siegrist, R B; Blish, C S

1988-02-01

Advantages and pharmacy applications of computerized hospital management-control and planning systems are described. Hospitals must define their product lines; patient cases, not tests or procedures, are the end product. Management involves operational control, management control, and strategic planning. Operational control deals with day-to-day management on the task level. Management control involves ensuring that managers use resources effectively and efficiently to accomplish the organization's objectives. Management control includes both control of unit costs of intermediate products, which are procedures and services used to treat patients and are managed by hospital department heads, and control of intermediate product use per case (managed by the clinician). Information from the operation and management levels feeds into the strategic plan; conversely, the management level controls the plan and the operational level carries it out. In the system developed at New England Medical Center, Boston, Massachusetts, the intermediate product-management system enables managers to identify intermediate products, develop standard costs, simulate changes in departmental costs, and perform variance analysis. The end-product management system creates a patient-level data-base, identifies end products (patient-care groupings), develops standard resource protocols, models alternative assumptions, performs variance analysis, and provides concurrent reporting. Examples are given of pharmacy managers' use of such systems to answer questions in the areas of product costing, product pricing, variance analysis, productivity monitoring, flexible budgeting, modeling and planning, and comparative analysis.(ABSTRACT TRUNCATED AT 250 WORDS)

Customer satisfaction assessment at the Pacific Northwest National Laboratory

DOE Office of Scientific and Technical Information (OSTI.GOV)

DN Anderson; ML Sours

2000-03-23

The Pacific Northwest National Laboratory (PNNL) is developing and implementing a customer satisfaction assessment program (CSAP) to assess the quality of research and development provided by the laboratory. This report presents the customer survey component of the PNNL CSAP. The customer survey questionnaire is composed of two major sections: Strategic Value and Project Performance. Both sections contain a set of questions that can be answered with a 5-point Likert scale response. The strategic value section consists of five questions that are designed to determine if a project directly contributes to critical future national needs. The project Performance section consists ofmore » nine questions designed to determine PNNL performance in meeting customer expectations. A statistical model for customer survey data is developed and this report discusses how to analyze the data with this model. The properties of the statistical model can be used to establish a gold standard or performance expectation for the laboratory, and then to assess progress. The gold standard is defined using laboratory management input--answers to four questions, in terms of the information obtained from the customer survey: (1) What should the average Strategic Value be for the laboratory project portfolio? (2) What Strategic Value interval should include most of the projects in the laboratory portfolio? (3) What should average Project Performance be for projects with a Strategic Value of about 2? (4) What should average Project Performance be for projects with a Strategic Value of about 4? To be able to provide meaningful answers to these questions, the PNNL customer survey will need to be fully implemented for several years, thus providing a link between management perceptions of laboratory performance and customer survey data.« less

Factors affecting strategic plan implementation using interpretive structural modeling (ISM).

PubMed

Bahadori, Mohammadkarim; Teymourzadeh, Ehsan; Tajik, Hamidreza; Ravangard, Ramin; Raadabadi, Mehdi; Hosseini, Seyed Mojtaba

2018-06-11

Purpose Strategic planning is the best tool for managers seeking an informed presence and participation in the market without surrendering to changes. Strategic planning enables managers to achieve their organizational goals and objectives. Hospital goals, such as improving service quality and increasing patient satisfaction cannot be achieved if agreed strategies are not implemented. The purpose of this paper is to investigate the factors affecting strategic plan implementation in one teaching hospital using interpretive structural modeling (ISM). Design/methodology/approach The authors used a descriptive study involving experts and senior managers; 16 were selected as the study sample using a purposive sampling method. Data were collected using a questionnaire designed and prepared based on previous studies. Data were analyzed using ISM. Findings Five main factors affected strategic plan implementation. Although all five variables and factors are top level, "senior manager awareness and participation in the strategic planning process" and "creating and maintaining team participation in the strategic planning process" had maximum drive power. "Organizational structure effects on the strategic planning process" and "Organizational culture effects on the strategic planning process" had maximum dependence power. Practical implications Identifying factors affecting strategic plan implementation is a basis for healthcare quality improvement by analyzing the relationship among factors and overcoming the barriers. Originality/value The authors used ISM to analyze the relationship between factors affecting strategic plan implementation.

National strategic plan: modeling and data systems for wildland fire and air quality.

Treesearch

David V. Sandberg; Colin C. Hardy; Roger D. Ottmar; J.A. Kendall Snell; Ann Acheson; Janice L. Peterson; Paula Seamon; Peter Lahm; Dale Wade

1999-01-01

This strategic plan is a technical discussion of the implementation and development of models and data systems used to manage the air quality impacts of wildland and prescribed fires. Strategies and priorities in the plan were generated by the Express Team (chartered by the National Wildfire Coordinating Group) and a diverse group of 86 subject matter experts who...

U.S. Strategic Nuclear Forces: Background, Developments, and Issues

DTIC Science & Technology

2013-10-22

32 Safety, Security, and Management ...by Amy F. Woolf. 2 Natural Resources Defense Council. Table of U.S. Strategic Offensive Force Loadings. Archive of Nuclear Data. http://www.nrdc.org...12000 14000 16000 60 62 64 66 68 70 72 74 76 78 80 82 84 86 88 90 Year N um be r Launchers Warheads Source: Natural Resources Defense Council

Developing Strategic Leader Competencies in Today’s Junior Officer Corps

DTIC Science & Technology

2013-03-01

AND ADDRESS(ES) Colonel Robert M. Mundell Department of Command, Leadership, and Management 8. PERFORMING ORGANIZATION REPORT NUMBER 9...O’Donnell United States Army Colonel Robert M. Mundell Department of Command, Leadership, and Management Project Adviser

Thinking strategically about capitation.

PubMed

Boland, P

1997-05-01

All managed care stakeholders--health plan members, employers, providers, community organizations, and government entitites--share a common interest in reducing healthcare costs while improving the quality of care health plan members receive. Although capitation is a usually thought of primarily as a payment mechanism, it can be a powerful tool providers and health plans can use to accomplish these strategic objectives and others, such as restoring and maintaining the health of plan members or improving a community's health status. For capitation to work effectively as a strategic tool, its use must be tied to a corporate agenda of partnering with stakeholders to achieve broader strategic goals. Health plans and providers must develop a partnership strategy in which each stakeholder has well-defined roles and responsibilities. The capitation structure must reinforce interdependence, shift focus from meeting organizational needs to meeting customer needs, and develop risk-driven care strategies.

A Prelude to Strategic Management of an Online Enterprise

ERIC Educational Resources Information Center

Pan, Cheng-Chang; Sivo, Stephen A.; Goldsmith, Clair

2016-01-01

Strategic management is expected to allow an organization to maximize given constraints and optimize limited resources in an effort to create a competitive advantage that leads to better results. For both for-profit and non-profit organizations, such strategic thinking helps the management make informed decisions and sustain long-term planning. To…

75 FR 45111 - Electric Quarterly Reports; Strategic Energy Management Corp.; Solaro Energy Marketing...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-08-02

.... ER00-167-000; Docket No. ER03- 752-000] Electric Quarterly Reports; Strategic Energy Management Corp.; Solaro Energy Marketing Corporation; Notice of Revocation of Market- Based Rate Tariff July 23, 2010. On... FERC ] 61,334 (2003). In the June 25 Order, the Commission directed Strategic Energy Management Corp...

Decision support systems and the healthcare strategic planning process: a case study.

PubMed

Lundquist, D L; Norris, R M

1991-01-01

The repertoire of applications that comprises health-care decision support systems (DSS) includes analyses of clinical, financial, and operational activities. As a whole, these applications facilitate developing comprehensive and interrelated business and medical models that support the complex decisions required to successfully manage today's health-care organizations. Kennestone Regional Health Care System's use of DSS to facilitate strategic planning has precipitated marked changes in the organization's method of determining capital allocations. This case study discusses Kennestone's use of DSS in the strategic planning process, including profiles of key DSS modeling components.

Managing for Results--Linking Performance Measures and Budgets.

ERIC Educational Resources Information Center

McGee, William L.; Fountain, James R., Jr.

1995-01-01

The Government Accounting Standards Board notion of service efforts and accomplishments reporting is one step in a process of managing for results that includes strategic planning, development and use of performance measures of managing ongoing programs, and outputs to budgetary appropriation. Reports a trial application to one school district.…

The Management of Integrated Educational Environment Resources: The Factors to Be Considered

ERIC Educational Resources Information Center

Stukalina, Yulia

2010-01-01

Today, as educational organisations have become large and complex systems, education managers play a greater role in developing the most efficient educational environment. This article analyses the strategic background for educational management in relation to creating a constructive educational environment aimed at supporting a sustainable…

The Need for Technology Management Education for Undergraduate Programs: A Conceptual Framework

ERIC Educational Resources Information Center

Tas, Murat; Yeloglu, H. Okan

2018-01-01

As the National Research Council [17] described the technology management as "a process, which includes planning, directing, control and coordination of the development and implementation of technological capabilities to shape and accomplish the strategic and operational objectives of an organization'', Technology Management education is…

Analysis, modeling, and simulation (AMS) testbed development and evaluation to support dynamic mobility applications (DMA) and active transportation and demand management (ATDM) programs : summary report for the Chicago testbed.

DOT National Transportation Integrated Search

2017-04-01

The primary objective of this project is to develop multiple simulation testbeds and transportation models to evaluate the impacts of Connected Vehicle Dynamic Mobility Applications (DMA) and Active Transportation and Demand Management (ATDM) strateg...

Analysis, Modeling, and Simulation (AMS) Testbed Development and Evaluation to Support Dynamic Mobility Applications (DMA) and Active Transportation and Demand Management (ATDM) Programs : Evaluation Report for the Chicago Testbed

DOT National Transportation Integrated Search

2017-04-01

The primary objective of this project is to develop multiple simulation testbeds and transportation models to evaluate the impacts of Connected Vehicle Dynamic Mobility Applications (DMA) and Active Transportation and Demand Management (ATDM) strateg...

Design and Evaluation of Simulations for the Development of Complex Decision-Making Skills.

ERIC Educational Resources Information Center

Hartley, Roger; Varley, Glen

2002-01-01

Command and Control Training Using Simulation (CACTUS) is a computer digital mapping system used by police to manage large-scale public events. Audio and video records of adaptive training scenarios using CACTUS show how the simulation develops decision-making skills for strategic and tactical event management. (SK)

Implementing a Strategically-Focused Science and Technology Program for Missile Defense

DTIC Science & Technology

2004-07-01

Development Practices: Updating Trends and Benchmarking Best Practices,” Journal of Product Innovation Management , Vol 14, 1997, pp. 429–458. V-18...Development,” Journal of Product Innovation Management , Vol. 15, 1998, pp. 57–74. V-32 situation. Thus, each stage-gate process must be customized to meet the

The governance of quality management in dutch health care: new developments and strategic challenges.

PubMed

Maarse, J A M; Ruwaard, D; Spreeuwenberg, C

2013-01-01

This article gives a brief sketch of quality management in Dutch health care. Our focus is upon the governance of guideline development and quality measurement. Governance is conceptualized as the structure and process of steering of quality management. The governance structure of guideline development in the Netherlands can be conceptualized as a network without central coordination. Much depends upon the self-initiative of stakeholders. A similar picture can be found in quality measurement. Special attention is given to the development of care standards for chronic disease. Care standards have a broader scope than guidelines and take an explicit patient perspective. They not only contain evidence-based and up-to-date guidelines for the care pathway but also contain standards for self-management. Furthermore, they comprise a set of indicators for measuring the quality of care of the entire pathway covered by the standard. The final part of the article discusses the mission, tasks and strategic challenges of the newly established National Health Care Institute (Zorginstituut Nederland), which is scheduled to be operative in 2013.

Managing cancer care through service delivery networks: The role of professional collaboration in two European cancer networks.

PubMed

Prades, Joan; Morando, Verdiana; Tozzi, Valeria D; Verhoeven, Didier; Germà, Jose R; Borras, Josep M

2017-01-01

Background The study examines two meso-strategic cancer networks, exploring to what extent collaboration can strengthen or hamper network effectiveness. Unlike macro-strategic networks, meso-strategic networks have no hierarchical governance structures nor are they institutionalised within healthcare services' delivery systems. This study aims to analyse the models of professional cooperation and the tools developed for managing clinical practice within two meso-strategic, European cancer networks. Methods Multiple case study design based on the comparative analysis of two cancer networks: Iridium, in Antwerp, Belgium and the Institut Català d'Oncologia in Catalonia, Spain. The case studies applied mixed methods, with qualitative research based on semi-structured interviews ( n = 35) together with case-site observation and material collection. Results The analysis identified four levels of collaborative intensity within medical specialties as well as in multidisciplinary settings, which became both platforms for crosscutting clinical work between hubs' experts and local care teams and the levers for network-based tools development. The organisation of clinical practice relied on professional-based cooperative processes and tiers, lacking vertical integration mechanisms. Conclusions The intensity of professional linkages largely shaped the potential of meso-strategic cancer networks to influence clinical practice organisation. Conversely, the introduction of managerial techniques or network governance structures, without introducing vertical hierarchies, was found to be critical solutions.

REPORT ON TWO PROCESS EQUIPMENT CHANGES FOR FEDERAL PAINTING FACILITIES

EPA Science Inventory

EPA's National Risk Management Research Laboratory (NRMRL) has actively participated in the Strategic Environmental Research and Development Program (SERDP) to develop innovative technologies and processes for the reduction of environmental pollution. Technology developments fro...

Evolution of strategic risks under future scenarios for improved utility master plans.

PubMed

Luís, Ana; Lickorish, Fiona; Pollard, Simon

2016-01-01

Integrated, long-term risk management in the water sector is poorly developed. Whilst scenario planning has been applied to singular issues (e.g. climate change), it often misses a link to risk management because the likelihood of impacts in the long-term are frequently unaccounted for in these analyses. Here we apply the morphological approach to scenario development for a case study utility, Empresa Portuguesa das Águas Livres (EPAL). A baseline portfolio of strategic risks threatening the achievement of EPAL's corporate objectives was evolved through the lens of three future scenarios, 'water scarcity', 'financial resource scarcity' and 'strong economic growth', built on drivers such as climate, demographic, economic, regulatory and technological changes and validated through a set of expert workshops. The results represent how the baseline set of risks might develop over a 30 year period, allowing threats and opportunities to be identified and enabling strategies for master plans to be devised. We believe this to be the first combined use of risk and futures methods applied to a portfolio of strategic risks in the water utility sector. Copyright © 2015 Elsevier Ltd. All rights reserved.

Strategic Sourcing of R&D: The Determinants of Success

NASA Astrophysics Data System (ADS)

Brook, Jacques W.; Plugge, Albert

The outsourcing of the R&D function is an emerging practice of corporate firms. In their attempt to reduce the increasing cost of research and technology development, firms are strategically outsourcing the R&D function or repositioning their internal R&D organisation. By doing so, they are able to benefit from other technology sources around the world. So far, there is only limited research on how firms develop their R&D sourcing strategies and how these strategies are implemented. This study aims to identify which determinants contribute to the success of R&D sourcing strategies. The results of our empirical research indicate that a clear vision of how to manage innovation strategically on a corporate level is a determinant of an effective R&D strategy. Moreover, our findings revealed that the R&D sourcing strategy influences a firm's sourcing capabilities. These sourcing capabilities need to be developed to manage the demand as well as the supply of R&D services. The alignment between the demand capabilities and the supply capabilities contributes to the success of R&D sourcing.

Being Strategic in HE Management

ERIC Educational Resources Information Center

West, Andrew

2008-01-01

The call to be strategic--and with it the concept of strategic management--can bring to mind a wide range of definitions, and there is now a huge array of academic literature supporting the different schools of thought. At a basic level, however, strategic thinking is probably most simply about focusing on the whole, rather than the part. In…

Where Is the Gap between Internationalisation Strategic Planning and Its Implementation? A Study of 16 Dutch Universities' Internationalisation Plans

ERIC Educational Resources Information Center

de Haan, Helen Haijing

2014-01-01

A dominant concern with internationalisation through the past decades has been the process of strategic transformation of universities. While strategic management has been perceived as a necessary and useful approach in the construction of internationalisation, many criticisms have been levelled against the application of strategic management in…

A strategic plan for the design and creation of a safety management system for the Commonwealth of Virginia.

DOT National Transportation Integrated Search

1994-01-01

The Intermodal Surface Transportation Efficiency Act (ISTEA) of 1991 required that states develop systems for managing highway pavement, bridges, safety, congestion, public transportation, and intermodal transportation. This document is Virginia's wo...

AN EVALUATION AND COST-OPTIMIZATION TOOL FOR PLACEMENT OF BMPS

EPA Science Inventory

To assist stormwater management professionals in planning for best management practices (BMPs) implementation, the U.S. Environmental Protection Agency (USEPA) is developing a decision-support system for placement of BMPs at strategic locations in urban watersheds. This tool wil...

Training and certification of work schedule managers may improve shift scheduling practices

DOT National Transportation Integrated Search

2011-02-01

The Federal Railroad Administration (FRA) Human Factors Research and Development (R&D) Program : sponsored the implementation of a strategic job analysis to investigate the job of work schedule managers : (WSMs) across a diverse range of industries t...

Developing standardized strategic response categories for fire management units

Treesearch

Matthew P. Thompson; Crystal S. Stonesifer; Robert C. Seli; Marlena Hovorka

2013-01-01

Federal wildland fire policy requires that publicly owned lands with burnable vegetation have a fire management plan (FMP); this applies to the five primary Federal fire agencies (Bureau of Indian Affairs, Bureau of Land Management, National Park Service, U.S. Fish and Wildlife Service, and Forest Service). FMPs are based on land and resource management plans and are...

The US Wilderness Managers Survey: Charting a path for the future

Treesearch

Chad P. Dawson; Ken Cordell; Alan E. Watson; Ramesh Ghimire; Gary T. Green

2016-01-01

The Wilderness Manager Survey (WMS) was developed in 2014 to support interagency strategic planning for the National Wilderness Preservation System (NWPS) and asked managers about their perceived threats to the NWPS, the need for science information to support decisionmaking, the need for education and training, and the most important problems for managers in the...

[The Balanced Scorecard as a management tool in a public health organization].

PubMed

Villalbí, Joan R; Villalbí, Joan; Guix, Joan; Casas, Conrad; Borrell, Carme; Duran, Júlia; Artazcoz, Lucía; Camprubí, Esteve; Cusí, Meritxell; Rodríguez-Montuquín, Pau; Armengol, Josep M; Jiménez, Guy

2007-01-01

The Balanced Scorecard is a tool for strategic planning in business. We present our experience after introducing this instrument in a public health agency to align daily management practice with strategic objectives. Our management team required deep discussions with external support to clarify the concepts behind the Balanced Scorecard, adapt them to a public organization in the health field distinct from the business sector in which the Balanced Scorecard was designed, and adopt this instrument as a management tool. This process led to definition of the Balanced Scorecard by our Management Committee in 2002, the subsequent evaluation of the degree to which its objectives had been reached, and its periodic redefinition. In addition, second-level Balanced Scorecards were defined for different divisions and services within the agency. The adoption of the Balanced Scorecard by the management team required prior effort to clarify who are the stockholders and who are the clients of a public health organization. The agency's activity and production were also analyzed and a key processes model was defined. Although it is hard to attribute specific changes to a single cause, we believe several improvements in management can be ascribed, at least in part, to the use of the Balanced Scorecard. The systematic use of the Balanced Scorecard produced greater cohesion in the management team and the entire organization and brought the strategic objectives closer to daily management operations. The organization is more attentive to its clients, has taken steps to improve its most complex cross-sectional processes, and has developed further actions for the development and growth of its officers and its entire personnel. At the same time, its management team is more in tune with the needs of the agency's administrative bodies that compose its governing board.

Anticipatory Enrollment Management: Another Level of Enrollment Management

ERIC Educational Resources Information Center

Dennis, Marguerite J.

2012-01-01

Building on the principles of Enrollment Management (EM) and Strategic Enrollment Management (SEM), Anticipatory Enrollment Management (AEM) offers another level of managing enrollment: anticipating future enrollment. AEM is grounded in the basic principles of Customer Relationship Management (CRM) and includes strategic out-reach to parents and…

What is strategic management?

PubMed

Jasper, Melanie; Crossan, Frank

2012-10-01

To discuss the theoretical concept of strategic management and explore its relevance for healthcare organisations and nursing management. Despite being a relatively new approach, the growth of strategic management within organisations has been consistently and increasingly promoted. However, comprehensive definitions are scarce and commonalities of interpretation are limited. This paper presents an exploratory discussion of the construct of strategic management, drawing on the literature and questioning its relevance within health-care organisations. Literature relating to strategic management across a number of fields was accessed, drawing primarily on meta-studies within management literature, to identify key concepts and attempt to present a consistent definition. The concept within health care is explored in relation to nursing management. Inconsistency in definitions and utilisation of key concepts within this management approach results in the term being loosely applied in health-care organisations without recourse to foundational principles and a deep understanding of the approach as a theory as opposed to an applied term. Nurse managers are increasingly asked to adopt the 'next-best-thing' in managerial theories, yet caution needs to be taken in nurses agreeing to use systems that lack an evidence base in terms of both efficacy and relevance of context. © 2012 Blackwell Publishing Ltd.

THE INTERNATIONAL LEAGUE AGAINST EPILEPSY AT THE THRESHOLD OF ITS SECOND CENTURY: YEAR 1

PubMed Central

MOSHÉ, Solomon L.; PERUCCA, EMILIO; WIEBE, SAMUEL; MATHERN, GARY W.

2010-01-01

In July 2009, the International League against Epilepsy (ILAE) developed its four-year strategic plan in collaboration with past, current, and future leaders (www.ilae-epilepsy.org). This is the first yearly progress report, prepared by the management committee and the chair of the Strategic Task Force, to highlight progress toward achieving the plan’s goals. PMID:21219305

Performance measurement: integrating quality management and activity-based cost management.

PubMed

McKeon, T

1996-04-01

The development of an activity-based management system provides a framework for developing performance measures integral to quality and cost management. Performance measures that cross operational boundaries and embrace core processes provide a mechanism to evaluate operational results related to strategic intention and internal and external customers. The author discusses this measurement process that allows managers to evaluate where they are and where they want to be, and to set a course of action that closes the gap between the two.

Flight performance measurement utilizing a figure of merit (FOM)

NASA Technical Reports Server (NTRS)

Mosier, Kathleen L.; Zacharias, Greg L.

1993-01-01

One of the goals of the NASA Strategic Behavior/Workload Management Program is to develop standardized procedures for constructing figures of merit (FOMs) that describe minimal criteria for flight task performance, as well as summarize overall performance quality. Such a measure could be utilized for evaluating flight crew performance, for assessing the effectiveness of new equipment or technological innovations, or for measuring performance at a particular airport. In this report, we describe the initial phases in the creation of a FOM to be employed in examining crew performance in NASA-Ames Air Ground Compatibility and Strategic Behavior/Workload Management programs.

Toward consensus on self-management support: the international chronic condition self-management support framework.

PubMed

Mills, Susan L; Brady, Teresa J; Jayanthan, Janaki; Ziabakhsh, Shabnam; Sargious, Peter M

2017-12-01

Self-management support (SMS) initiatives have been hampered by insufficient attention to underserved and disadvantaged populations, a lack of integration between health, personal and social domains, over emphasis on individual responsibility and insufficient attention to ethical issues. This paper describes a SMS framework that provides guidance in developing comprehensive and coordinated approaches to SMS that may address these gaps and provides direction for decision makers in developing and implementing SMS initiatives in key areas at local levels. The framework was developed by researchers, policy-makers, practitioners and consumers from 5 English-speaking countries and reviewed by 203 individuals in 16 countries using an e-survey process. While developments in SMS will inevitably reflect local and regional contexts and needs, the strategic framework provides an emerging consensus on how we need to move SMS conceptualization, planning and development forward. The framework provides definitions of self-management (SM) and SMS, a collective vision, eight guiding principles and seven strategic directions. The framework combines important and relevant SM issues into a strategic document that provides potential value to the SMS field by helping decision-makers plan SMS initiatives that reflect local and regional needs and by catalyzing and expanding our thinking about the SMS field in relation to system thinking; shared responsibility; health equity and ethical issues. The framework was developed with the understanding that our knowledge and experience of SMS is continually evolving and that it should be modified and adapted as more evidence is available, and approaches in SMS advance. © The Author 2016. Published by Oxford University Press. All rights reserved. For Permissions, please email: journals.permissions@oup.com.

[Determinants of strategic management of a health center].

PubMed

Huard, Pierre; Schaller, Philippe

2014-01-01

The article highlights the value of a strategic approach for the development of a primary care health centre. The method is adapted from corporate strategy: (i) analysis of the situation of the health centre and the obstacles to its development. (ii) selection of relations on which the strategy can be developed. (iii) elaboration of a system of interventions to create a cumulative development process. (iv) Illustration of the method by application to a case. The example illustrates the principles and method and highlights the importance of interpretations and choices in elaboration of a strategy, which is therefore always a unique construction. The strategic approach provides a framework that (i) provides a subject of discussion and negotiation between members of the health centre, (ii) strengthens the consistency of structural decisions, (iii) helps the health centre to overcome obstacles and initiate a development process.

Strategic planning for skills and simulation labs in colleges of nursing.

PubMed

Gantt, Laura T

2010-01-01

While simulation laboratories for clinical nursing education are predicted to grow, budget cuts may threaten these programs. One of the ways to develop a new lab, as well as to keep an existing one on track, is to develop and regularly update a strategic plan. The process of planning not only helps keep the lab faculty and staff apprised of the challenges to be faced, but it also helps to keep senior level management engaged by reason of the need for their input and approval of the plan. The strategic planning documents drafted by those who supervised the development of the new building and Concepts Integration Labs (CILs) helped guide and orient faculty and other personnel hired to implement the plan and fulfill the vision. As the CILs strategic plan was formalized, the draft plans, including the SWOT analysis, were reviewed to provide historical perspective, stimulate discussion, and to make sure old or potential mistakes were not repeated.

Benchmarking study of USDA Forest Service fisheries and aquatic ecology programs : executive summary.

DOT National Transportation Integrated Search

2001-03-15

Increased emphasis on ecosystem management and accountability by the United States : Department of Agriculture (USDA) Forest Service and other federal land management : agencies has led to the development of a series of strategic plans such as the Cl...

Guidelines for Tailoring DOD-STD-2167A for SDS (Strategic Defense System) Software Development

DTIC Science & Technology

1988-02-01

UNCLASSIFIED APPENDIX A LIST OF ACRONYMS ABM Anti-Ballistic Missle AP Advanced Prototypes BM/C3 Battle Management/Command, Control, Communications CDRL...32 5.7.5 Configuration management ................................. 32 5.8 Sytem integration and testing ....... ............................. 34 t

FRAMEWORK DESIGN FOR BMP PLACEMENT IN URBAN WATERSHEDS 2005

EPA Science Inventory

To assist stormwater management professionals in planning for best management practices (BMPs) implementation, the U.S. Environmental Protection Agency (EPA) began a research project in 2003 to develop a decision support system for selection and placement of BMP/LID at strategic ...

DECISION SUPPORT FRAMEWORK FOR PLACEMENT OF BMPS IN URBAN WATERSHEDS

EPA Science Inventory

To assist stormwater management professionals in planning for best management practices (BMPs) implementation, the U.S. Environmental Protection Agency (USEPA) initiated a research in 2003 to develop a decision support system for placement of BMPs at strategic locations in urban ...

SUSTAIN -AN EVALUATION AND COST-OPTIMIZATION TOOL FOR PLACEMENT OF BMPS

EPA Science Inventory

Since 2003, the U.S. Environmental Protection Agency (USEPA) has been developing a decision support system for placement of best management practices (BMPs) to assist stormwater management professionals in planning for BMPs implementation at strategic locations in urban watershed...

Using a nursing balanced scorecard approach to measure and optimize nursing performance.

PubMed

Jeffs, Lianne; Merkley, Jane; Richardson, Sandy; Eli, Jackie; McAllister, Mary

2011-04-01

The authors give an overview of one healthcare organization's experience in developing a nursing strategic plan and nursing balanced scorecard (NBS) using a focused planning process involving strategy mapping. The NBS is being used at this organization to manage the nursing strategic plan by leveraging and improving nursing processes and organizational capabilities as required, based on data and transparent communication of performance results to key stakeholders. Key strategies and insights may help other nurse leaders in developing or refining strategic approaches to measuring nursing performance. Vital to the success of an organization's strategic plan are ongoing endorsement, engagement and visibility of senior leaders. Quality of decisions made depends on the organization's ability to collect data from multiple sources using standardized definitions, mine data and extract them for statistical analysis and effectively present them in a compelling and understandable way to users and decision-makers.

Developing a strategic plan for a neonatal nurse practitioner service.

PubMed

Lee, Laurie A; Jones, Luann R

2004-10-01

Neonatal nurse practitioners (NNPs) have been in practice for over 3 decades. More recently, NNPs have begun to take ownership for building their group practice models. The purpose of this article is to present a detailed case study demonstrating how one NNP group used a 4-phase strategic planning process to turn a crisis into an opportunity. The article describes data obtained during the strategic planning process from an informal national survey of NNP managers that focused on key benchmarks, such as role definition, responsibilities, protected nonclinical time, NNP salary and benefits, and educational and professional development support. Using the strategic planning process, the group defined mutually agreed upon minimum safe staffing levels for NNPs, interns, residents and neonatologists in their setting. Based on the data generated, the group successfully justified additional NNP positions and organizational support for 10% protected nonclinical time. A sample operational budget, comparison of 3 staffing scenarios, and a timeline are also provided.

The importance of socially responsible strategic planning

NASA Astrophysics Data System (ADS)

Štrukelj, Tjaša

2017-10-01

This paper researches the importance of social responsible strategic planning regardless of the sector and shows research results on the case example of the selected tourism sector, which has economic and employment potential and social and environmental implications. Tourism sector is closely interdependent with transport sector and influences it. Therefore, the more we develop the tourism sector, the more the transport sector is developing as well. Based on Mulej’s Dialectical Systems Theory (DST) we found out that enterprises should integrate sustainability and social responsibility into their strategic planning if they want the Earth to survive. This urged the European Union, ISO International Standards Organization, many other organisations and many researchers. To make strategic planning socially responsible, enterprise’s governors should request social responsibility in business policy, which represents their governance guidelines and is implemented through the strategies set up by top managers and realised in the basic realisation process - their business operations.

NASA strategic plan

NASA Technical Reports Server (NTRS)

1994-01-01

The NASA Strategic Plan is a living document. It provides far-reaching goals and objectives to create stability for NASA's efforts. The Plan presents NASA's top-level strategy: it articulates what NASA does and for whom; it differentiates between ends and means; it states where NASA is going and what NASA intends to do to get there. This Plan is not a budget document, nor does it present priorities for current or future programs. Rather, it establishes a framework for shaping NASA's activities and developing a balanced set of priorities across the Agency. Such priorities will then be reflected in the NASA budget. The document includes vision, mission, and goals; external environment; conceptual framework; strategic enterprises (Mission to Planet Earth, aeronautics, human exploration and development of space, scientific research, space technology, and synergy); strategic functions (transportation to space, space communications, human resources, and physical resources); values and operating principles; implementing strategy; and senior management team concurrence.

Career Management and the Changing Psychological Contract.

ERIC Educational Resources Information Center

Atkinson, Carol

2002-01-01

A 1993 survey in a British bank revealed a lack of strategic approaches to career management and a negative psychological contract. A 2000 follow-up showed that employees viewed the new contract as a regression from a relational to a transactional approach. They had increased responsibility for career development, but management failed to provide…

Preparing the Host Country Workforce for Expatriate Managers: The Neglected Other Side of the Coin.

ERIC Educational Resources Information Center

Vance, Charles M.; Ring, Peter Smith

1994-01-01

Using an instructional systems development approach, ways to prepare the host country workforce for the assignment of an expatriate manager are discussed. The model is based on a number of perspectives: exchange theory, participatory management, corporate social responsibility, communication theory, and strategic human resource planning. (SK)

Leveraging Human Resource Development Expertise to Improve Supply Chain Managers' Skills and Competencies

ERIC Educational Resources Information Center

Ellinger, Alexander E.; Ellinger, Andrea D.

2014-01-01

Purpose: There is an ongoing shortage of talented supply chain managers with the necessary skills and business-related competencies to manage increasingly complex and strategically important supply chain processes. The purpose of this paper is to propose that organizations can create and maintain competitive advantage by leveraging the expertise…

Effects of Principals' Team Work Capabilities on the Adoption of Strategic Management in Public Secondary Schools in Baringo County, Kenya

ERIC Educational Resources Information Center

Moindi, Richard C.; Changeiywo, Johnson M.; Sang, Anthony K.

2016-01-01

Strategic management is a critical component for the effective performance of an organization. Many successful organizations have consistently performed better than their competitors mainly because they have implemented strategic management. The Ministry of Education (MOE) in the Republic of Kenya expects that all secondary schools put in place…

Designing Online Courses: A Taxonomy to Guide Strategic Use of Features Available in Course Management Systems (CMS) in Distance Education

ERIC Educational Resources Information Center

Koszalka, Tiffany A.; Ganesan, Radha

2004-01-01

Course developers can be distracted from applying sound instructional design principles by the amount of flexibility offered through online course development resources (Kidney & Puckett, "Quarterly Review of Distance Education," 4 (2003), 203-212). Distance education course management systems (CMS) provide multiple features that can be easily…

Analysis, Modeling, and Simulation (AMS) Testbed Development and Evaluation to Support Dynamic Mobility Applications (DMA) and Active Transportation and Demand Management (ATDM) Programs - Evaluation Report for the San Diego Testbed

DOT National Transportation Integrated Search

2017-07-01

The primary objective of this project is to develop multiple simulation testbeds and transportation models to evaluate the impacts of Connected Vehicle Dynamic Mobility Applications (DMA) and Active Transportation and Demand Management (ATDM) strateg...

Analysis, Modeling, and Simulation (AMS) Testbed Development and Evaluation to Support Dynamic Mobility Applications (DMA) and Active Transportation and Demand Management (ATDM) Programs : Evaluation Report for the San Diego Testbed : Draft Report.

DOT National Transportation Integrated Search

2017-07-01

The primary objective of this project is to develop multiple simulation testbeds and transportation models to evaluate the impacts of Connected Vehicle Dynamic Mobility Applications (DMA) and Active Transportation and Demand Management (ATDM) strateg...

Methods of the Development Strategy of Service Companies: Logistical Approach

ERIC Educational Resources Information Center

Toymentseva, Irina A.; Karpova, Natalya P.; Toymentseva, Angelina A.; Chichkina, Vera D.; Efanov, Andrey V.

2016-01-01

The urgency of the analyzed issue is due to lack of attention of heads of service companies to the theory and methodology of strategic management, methods and models of management decision-making in times of economic instability. The purpose of the article is to develop theoretical positions and methodical recommendations on the formation of the…

Analysis, modeling, and simulation (AMS) testbed development and evaluation to support dynamic mobility applications (DMA) and active transportation and demand management (ATDM) programs - evaluation summary for the San Diego testbed

DOT National Transportation Integrated Search

2017-08-01

The primary objective of this project is to develop multiple simulation testbeds and transportation models to evaluate the impacts of Connected Vehicle Dynamic Mobility Applications (DMA) and Active Transportation and Demand Management (ATDM) strateg...

Strategic Information Resources Management: Fundamental Practices.

ERIC Educational Resources Information Center

Caudle, Sharon L.

1996-01-01

Discusses six fundamental information resources management (IRM) practices in successful organizations that can improve government service delivery performance. Highlights include directing changes, integrating IRM decision making into a strategic management process, performance management, maintaining an investment philosophy, using business…

Hospital development plans: a new tool to break ground for strategic thinking in Tanzanian hospitals.

PubMed

Flessa, Steffen

2005-12-01

Tanzanian hospitals suffer from underfunding and poor management. In particular, planning and strategic thinking need improvement. Cultural values such as subordination, risk aversion, and high time preference, together with a long history of socialist government, result in lack of responsibility, accountability, and planning. This has been addressed by the health sector reform with its focus on decentralization, strengthened by the introduction of basket funding facilitated by the Comprehensive Council Health Plans. As a consequence of this the next logical step is to improve the authority of regional and district hospitals in the use of their resources by introducing hospital development plans. These strategic plans were introduced as tools of strategic planning in 2001 by the Kreditanstalt für Wiederaufbau in close collaboration with the Tanzanian Ministry of Health, binding the release of rehabilitation funds to presentation of a strategic hospital plan. This study examines the rationale and content of hospital development plans. Initial experiences are discussed. The quality of presented plans has steadily improved, but there is a tendency for hospitals with a close connection to development partners to present well prepared reports while other hospitals have severe problems fulfilling the requirements. For many hospitals it is in fact the first time that they have had to define their functions and future role, thus breaking ground for strategic thinking.

A strategic management model for evaluation of health, safety and environmental performance.

PubMed

Abbaspour, Majid; Toutounchian, Solmaz; Roayaei, Emad; Nassiri, Parvin

2012-05-01

Strategic health, safety, and environmental management system (HSE-MS) involves systematic and cooperative planning in each phase of the lifecycle of a project to ensure that interaction among the industry group, client, contractor, stakeholder, and host community exists with the highest level of health, safety, and environmental standard performances. Therefore, it seems necessary to assess the HSE-MS performance of contractor(s) by a comparative strategic management model with the aim of continuous improvement. The present Strategic Management Model (SMM) has been illustrated by a case study and the results show that the model is a suitable management tool for decision making in a contract environment, especially in oil and gas fields and based on accepted international standards within the framework of management deming cycle. To develop this model, a data bank has been created, which includes the statistical data calculated by converting the HSE performance qualitative data into quantitative values. Based on this fact, the structure of the model has been formed by defining HSE performance indicators according to the HSE-MS model. Therefore, 178 indicators have been selected which have been grouped into four attributes. Model output provides quantitative measures of HSE-MS performance as a percentage of an ideal level with maximum possible score for each attribute. Defining the strengths and weaknesses of the contractor(s) is another capability of this model. On the other hand, this model provides a ranking that could be used as the basis for decision making at the contractors' pre-qualification phase or during the execution of the project.

The Art of Strategic Management: A Case-Based Exercise

ERIC Educational Resources Information Center

Maranville, Steven

2011-01-01

This article contends that the strategic thinking process is composed of two joint, but paradigmatically distinct, activities--analysis and synthesis. Analysis represents the scientific paradigm, whereas synthesis represents the artistic paradigm. Nevertheless, the Strategic Management course is dominated by the scientific paradigm, even though…

Amy Schwab | NREL

Science.gov Websites

strategic scenario planning and analysis Program portfolio analysis Program management, planning and strategic execution Change management and operational improvement Research Interests Bioenergy supply chains management, organizational improvement, and program and project management. Prior Work Experience Consultant

Framework for Incorporating Green Infrastructure into Urban Watershed Management

EPA Science Inventory

Efforts have been under way by the U.S. Environmental Protection Agency (EPA) since 2003 to develop a decision-support system for placement of best management practices (BMPs) at strategic locations in urban watersheds. This system is called the System for Urban Stormwater Treatm...

DCCC Takes the TQM Plunge...And Tells How.

ERIC Educational Resources Information Center

Entner, Donald

1993-01-01

Activities at Delaware County Community College (Pennsylvania) in implementing Total Quality Management are examined and compared with criteria used by the United States Chamber of Commerce for making quality awards to businesses. Assessed areas include management leadership, strategic planning, customer focus, employee development, teamwork,…

Research Staff | Buildings | NREL

Science.gov Websites

Research Staff Research Staff Photo of Roderick Jackson Roderick Jackson Laboratory Program Manager -related research at NREL. He works closely with senior laboratory management to set the strategic agenda for NREL's buildings portfolio, including all research, development, and market implementation

SUSTAIN - AN EPA BMP PROCESS AND PLACEMENT TOOL FOR URBAN WATERSHEDS

EPA Science Inventory

To assist stormwater management professionals in planning for implementation of best management practices (BMPs), efforts have been under way by the U.S. Environmental Protection Agency (EPA) since 2003 to develop a decision-support system for placement of BMPs at strategic locat...

Organization Design for Dynamic Fit: A Review and Projection

DTIC Science & Technology

2014-01-01

contingency misfits. Management Science 48(11): 1461-1485. Burton, RM, Obel B. 2004. Strategic organizational diagnosis and design: The dynamics of... organizational diagnosis and design : Developing theory for application (2nd ed.). Kluwer, Boston, MA. D’Aveni RA. 1994. Hypercompetition: Managing the dynamics

5 CFR 410.201 - Responsibilities of the head of an agency.

Code of Federal Regulations, 2011 CFR

2011-01-01

.... 410.201 Section 410.201 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE... and development with agency strategic plans, the assignment of responsibility to ensure the training... (4) Assess periodically, but not less often than annually, the overall agency talent management...

Essays on Knowledge Management

ERIC Educational Resources Information Center

Xiao, Wenli

2012-01-01

For many firms, particularly those operating in high technology and competitive markets, knowledge is cited as the most important strategic asset to the firm, which significantly drives its survival and success (Grant 1996, Webber 1993). Knowledge management (KM) impacts the firm's ability to develop process features that reduce manufacturing…

Strategic operations planning - it's not just for wilderness! How the Strategic Operations Planner can help

Treesearch

Charles W. McHugh; Stu Hoyt; Brett Fay

2015-01-01

The Strategic Operational Planner (SOPL) wildland fire management position was created in the United States in 2009 to reflect updated terminology. SOPL merges the former Fire Use Manager positions (FUM1 and FUM2) and is now an established position within the Incident Command System. Traditionally, the FUM positions and the SOPL have been used on incidents managed for...

Taking Human Capital Seriously: Talented Teachers in Every Classroom, Talented Principals in Every School. Principles and Recommendations for the Strategic Management of Human Capital in Public Education

ERIC Educational Resources Information Center

Consortium for Policy Research in Education, 2009

2009-01-01

The Strategic Management of Human Capital in Education Project was founded in 2008 with one goal: to improve student achievement dramatically in the 100 largest urban school districts. Unless teaching quality and principal leadership improve significantly, lasting education improvement is impossible. In policy terms, without "strategic management"…

Building a vision for the future: strategic planning in a shared governance nursing organization.

PubMed

Baker, C; Beglinger, J E; Bowles, K; Brandt, C; Brennan, K M; Engelbaugh, S; Hallock, T; LaHam, M

2000-06-01

Today's health care delivery environment is marked by extreme turbulence and ever-increasing complexity. Now, more than ever, an organization's strategic plan must do more than outline a business plan. Rather, the strategic plan is a fundamental tool for building and sustaining an organizational vision for the future. The strong, dynamic strategic plan (1) represents a long-range vision for improving organizational performance, (2) provides a model for planning and implementing structures and processes for the management of outcomes, (3) reflects and shapes the organizational culture and customer focus, (4) provides decision support for difficult operational choices made day to day, and (5) integrates and aligns the work of the organization. This article describes the development, implementation, and evaluation of a methodology for strategic planning within a shared governance nursing organization. Built upon the strategic plan of the hospital, the process undertaken by the nursing organization reflects the following commitments: (1) to develop a strategic plan that is meaningful and part of daily work life at all levels of the nursing organization, (2) to make the plan practical and realistic through incremental building, (3) to locate and articulate accountability for each step, and (4) to build in a process for checking progress toward goal achievement and readjusting the plan as necessary.

Migration of health-care workers from developing countries: strategic approaches to its management.

PubMed Central

Stilwell, Barbara; Diallo, Khassoum; Zurn, Pascal; Vujicic, Marko; Adams, Orvill; Dal Poz, Mario

2004-01-01

Of the 175 million people (2.9% of the world's population) living outside their country of birth in 2000, 65 million were economically active. The rise in the number of people migrating is significant for many developing countries because they are losing their better-educated nationals to richer countries. Medical practitioners and nurses represent a small proportion of the highly skilled workers who migrate, but the loss for developing countries of human resources in the health sector may mean that the capacity of the health system to deliver health care equitably is significantly compromised. It is unlikely that migration will stop given the advances in global communications and the development of global labour markets in some fields, which now include nursing. The aim of this paper is to examine some key issues related to the international migration of health workers and to discuss strategic approaches to managing migration. PMID:15375449

Migration of health-care workers from developing countries: strategic approaches to its management.

PubMed

Stilwell, Barbara; Diallo, Khassoum; Zurn, Pascal; Vujicic, Marko; Adams, Orvill; Dal Poz, Mario

2004-08-01

Of the 175 million people (2.9% of the world's population) living outside their country of birth in 2000, 65 million were economically active. The rise in the number of people migrating is significant for many developing countries because they are losing their better-educated nationals to richer countries. Medical practitioners and nurses represent a small proportion of the highly skilled workers who migrate, but the loss for developing countries of human resources in the health sector may mean that the capacity of the health system to deliver health care equitably is significantly compromised. It is unlikely that migration will stop given the advances in global communications and the development of global labour markets in some fields, which now include nursing. The aim of this paper is to examine some key issues related to the international migration of health workers and to discuss strategic approaches to managing migration.

Preliminary data on ASP2215: tolerability and efficacy in acute myeloid leukemia patients.

PubMed

Thom, Claire

2015-09-01

Claire Thom speaks to Gemma Westcott, Commissioning Editor: Claire Thom joined Astellas in 2013 as the Therapeutic Area Head for Oncology in Global Development. In that role, she also serves as the STAR leader for Oncology for Astellas. Prior to Astellas, she spent 12 years with Takeda. Her last position was Senior Vice President, Portfolio Management, Drug Development Management and Medical Informatics and Strategic Operations within the Medical Division (the Division within Millennium responsible for oncology clinical drug development within Takeda). During her 4 years at Millennium, at various times, she had responsibility within the Medical Division for leading portfolio management, business operations (medical finance, annual and mid-range financial planning, space planning and operations, headcount resourcing, development goals process), clinical development operations (clinical operations, programming, data management, statistics, medical writing, clinical outsourcing), drug development management (project management), medical informatics (technology support for the division) and the strategic project management office for the division. Prior to joining Millennium, Claire Thom spent 18 months working in Osaka, Japan, during which she was responsible for developing the oncology strategy for Takeda that culminated in the acquisition of Millennium. Before going to Japan, she held positions of varying responsibility within the Takeda US development organization including the management of regulatory affairs, safety, biometrics and data management, clinical research and quality assurance. Claire Thom has particular expertise in organizational design and efficiency; she has successfully worked through integrations across multiple functions and redesigned business processes. She has a PharmD from University of Illinois (IL, USA) and over 20 years of pharmaceutical experience including positions in medical affairs and new product planning (over 11 years at Searle) and drug development (over 12 years at Takeda/Millennium).

Using resilience and resistance concepts to manage threats to sagebrush ecosystems, Gunnison sage-grouse, and Greater sage-grouse in their eastern range: A strategic multi-scale approach

USGS Publications Warehouse

Chambers, Jeanne C.; Beck, Jeffrey L.; Campbell, Steve; Carlson, John; Christiansen, Thomas J.; Clause, Karen J.; Dinkins, Jonathan B.; Doherty, Kevin E.; Griffin, Kathleen A.; Havlina, Douglas W.; Mayer, Kenneth F.; Hennig, Jacob D.; Kurth, Laurie L.; Maestas, Jeremy D.; Manning, Mary E.; Mealor, Brian A.; McCarthy, Clinton; Perea, Marco A.; Pyke, David A.

2016-01-01

This report provides a strategic approach developed by a Western Association of Fish and Wildlife Agencies interagency working group for conservation of sagebrush ecosystems, Greater sage-grouse, and Gunnison sage-grouse. It uses information on (1) factors that influence sagebrush ecosystem resilience to disturbance and resistance to nonnative invasive annual grasses and (2) distribution and relative abundance of sage-grouse populations to address persistent ecosystem threats, such as invasive annual grasses and wildfire, and land use and development threats, such as oil and gas development and cropland conversion, to develop effective management strategies. A sage-grouse habitat matrix links relative resilience and resistance of sagebrush ecosystems with modeled sage-grouse breeding habitat probabilities to help decisionmakers assess risks and determine appropriate management strategies at both landscape and site scales. Areas for targeted management are assessed by overlaying matrix components with Greater sage-grouse Priority Areas for Conservation and Gunnison sage-grouse critical habitat and linkages, breeding bird concentration areas, and specific habitat threats. Decision tools are discussed for determining the suitability of target areas for management and the most appropriate management actions. A similar approach was developed for the Great Basin that was incorporated into the Federal land use plan amendments and served as the basis of a Bureau of Land Management Fire and Invasives Assessment Tool, which was used to prioritize sage-grouse habitat for targeted management activities.

Strategic Performance Management Evaluation for the Navy’s Splice Local Area Networks.

DTIC Science & Technology

1985-04-01

Communications Agency (DCA)/Federal Data Corporation (FDC) literature; an extensive survey of academic and professional book and article literature... interesting closing note on strategic planning characteristics is that the period during which collapse or disaster develops is of the same order as the...accepted set of standards. In computer performance, such things as paging rates , throughput, input/output channel usage, turnaround * 32 EM-. time

Using resilience and resistance concepts to manage threats to sagebrush ecosystems, Gunnison sage-grouse, and Greater sage-grouse in their eastern range: A strategic multi-scale approach

Treesearch

Jeanne C. Chambers; Jeffrey L. Beck; Steve Campbell; John Carlson; Thomas J. Christiansen; Karen J. Clause; Jonathan B. Dinkins; Kevin E. Doherty; Kathleen A. Griffin; Douglas W. Havlina; Kenneth F. Henke; Jacob D. Hennig; Laurie L. Kurth; Jeremy D. Maestas; Mary Manning; Kenneth E. Mayer; Brian A. Mealor; Clinton McCarthy; Marco A. Perea; David A. Pyke

2016-01-01

This report provides a strategic approach developed by a Western Association of Fish and Wildlife Agencies interagency working group for conservation of sagebrush ecosystems, Greater sage-grouse, and Gunnison sage-grouse. It uses information on (1) factors that influence sagebrush ecosystem resilience to disturbance and resistance to nonnative invasive annual grasses...

2007 Precision Strike Winter Roundtable - Precision Engagement - Strategic Context for the Long War

DTIC Science & Technology

2007-02-01

but also to import Mercedes - Benzes , pricey cognacs and other luxury items to buy loyalty. Washington fears that North Korea could decide to use its...Cappuccio—Executive Vice President and General Manager, Advanced Development Programs & Strategic Planning, Lockheed Martin Company JOINT INNOVATION ... Innovative Minds Lockheed Martin Aeronautics Company Frank Cappuccio, February 1, 2007 Precision Strike Winter Roundtable “Long Range Strike Weapons” 2Lockheed

Challenging the Future - Journey to Excellence. Aeropropulsion strategic plan for the 1990's

NASA Astrophysics Data System (ADS)

Over the past several months, the Lewis Aeropropulsion Management Council (AMC) has conducted a critical assessment of its strategic plan. This assessment clearly indicated a need for change, both in the aeropropulsion program emphasis and in the approach to carrying out that program. Customers sent a strong message that the program must improve the timeliness of research and technology products and services and must work more closely with them to develop and transfer new technology. The strategic plan defines AMC's vision for the future and underlying organizational values. It contains a set of broad strategies and actions that point the way toward achieving the goals of customer satisfaction, organizational effectiveness, and programmatic excellence. Those strategies are expected to form the basis for the development of specific tactical plans by Lewis aeropropulsion thrust teams, divisions, and branches. To guide tactical planning of the aeropropulsion program, this strategic plan outlines the agency's strategic directions and long-range aeronautics goals, the aeropropulsion goals and key objectives for achieving them, projections of Lewis aeropropulsion budgets, planned allocations of resources, and the processes that will be used to measure success in carrying out the strategic plan.

Challenging the Future - Journey to Excellence. Aeropropulsion strategic plan for the 1990's

NASA Technical Reports Server (NTRS)

1990-01-01

Over the past several months, the Lewis Aeropropulsion Management Council (AMC) has conducted a critical assessment of its strategic plan. This assessment clearly indicated a need for change, both in the aeropropulsion program emphasis and in the approach to carrying out that program. Customers sent a strong message that the program must improve the timeliness of research and technology products and services and must work more closely with them to develop and transfer new technology. The strategic plan defines AMC's vision for the future and underlying organizational values. It contains a set of broad strategies and actions that point the way toward achieving the goals of customer satisfaction, organizational effectiveness, and programmatic excellence. Those strategies are expected to form the basis for the development of specific tactical plans by Lewis aeropropulsion thrust teams, divisions, and branches. To guide tactical planning of the aeropropulsion program, this strategic plan outlines the agency's strategic directions and long-range aeronautics goals, the aeropropulsion goals and key objectives for achieving them, projections of Lewis aeropropulsion budgets, planned allocations of resources, and the processes that will be used to measure success in carrying out the strategic plan.

Beyond Strategic Planning: Tailoring District Resources to Needs.

ERIC Educational Resources Information Center

Bollin, Thomas D.; Eadie, Douglas C.

1991-01-01

The strategic management process tries to create and maintain a dynamic balance between an organization's vision, mission, goals, strategies, and resources and its external environment. One Ohio school district's strategic management process succeeded resulting from a highly committed school board, a strong board-superintendent partnership, active…

The management of advanced practitioner preparation: a work-based challenge.

PubMed

Livesley, Joan; Waters, Karen; Tarbuck, Paul

2009-07-01

This paper explores the collaborative development of a Master's level advanced practice programme in the context of the radical reform and remodelling of the UK's National Health Service. Some of the educational, managerial and practice challenges are discussed. Changes to education and training in response to key strategic reviews undertaken by the Greater Manchester Strategic Health Authority (North West of England) established a need to develop nurses and allied health care practitioners to advanced practitioner level. This paper considers how employers, commissioners and educationalists worked together to produce a Master's level programme to prepare nurses and other health care practitioners for sustainable advanced practice roles. Developing innovative and effective curricula to meet the needs of post graduate students from varied backgrounds preparing to practice in different contexts with different client groups is challenging. However, the development of individual learning pathways and work-based learning ensures that the student's work and intended advanced practice role remains at the centre of their learning. Analysis of each student's knowledge and skill deficits alongside an analysis of the organization's readiness to support them as qualified advanced practitioners (APs) is instrumental in ensuring that organizations are ready to support practitioners in new roles. Work-based learning and collaboration between students, employers and higher education institutions can be used to enable managers and students to unravel the network of factors which affect advanced practice in health and social care. Additionally, collaborative working can help to create opportunities to develop strategies that will facilitate change. Implications for nursing management Sustainable change concerned with the introduction of advanced practitioner roles present a real challenge for managers at a strategic and operational level. Commissioning flexible, collaborative and service-led educational programmes can assist in ensuring that change is sustainable and produce practitioners who are fit for practice, purpose and award.

Environment, advocacy, and community participation: MOPAWI in Honduras.

PubMed

Brehm, V M

2000-02-01

This paper analyzes the work of Mosquitia Pawisa (MOPAWI) in relation to the development of its strategic linkages among the grassroots, the state, and ultimately the international level of politics in practice. Over the years, MOPAWI has developed a large and complex program addressing many aspects of development in La Mosquitia. Working strategically at two levels, MOPAWI has endeavored to change government policy for the region through continued lobbying and advocacy. It has also worked alongside with local communities to find ways of improving livelihoods without harming the environment. The key strength of the MOPAWI work has been the high level of community participation and mobilization by managing their own development in a time of profound change. Overall, the experience of MOPAWI suggests that nongovernmental organizations can play a strategic role in obtaining environmental protection, government recognition of ethnic diversity, and rights for indigenous people.

Pollinator Protection Strategic Plan

EPA Pesticide Factsheets

Developed by EPA, this ensures that pesticide risk assessments and risk management decisions use best available information and scientific methods, and full evaluation of pollinator protection when making registration decisions.

Integrating clinical performance improvement across physician organizations: the PhyCor experience.

PubMed

Loeppke, R; Howell, J W

1999-02-01

There is a paucity of literature describing the implementation of clinical performance improvement (CPI) efforts across geographically dispersed multispecialty group practices and independent practice associations. PhyCor, a physician management company based in Nashville, Tennessee, has integrated CPI initiatives into its operating infrastructure. PhyCor CPI INITIATIVES: The strategic framework guiding PhyCor's CPI initiatives is built around a physician-driven, patient-centered model. Physician/administrator leadership teams develop and implement a clinical and financial strategic plan for performance improvement; adopt local clinical and operational performance indicators; and agree on and gain consensus with local physician champions to engage in CPI initiatives. The area/regional leadership councils integrate and coordinate regional medical management and CPI initiatives among local groups and independent practice associations. In addition to these councils and a national leadership council, condition-specific care management councils have also been established. These councils develop condition-specific protocols and outcome measures and lead the implementation of CPI initiatives at their own clinics. Key resources supporting CPI initiatives include information/knowledge management, education and training, and patient education and consumer decision support. Localized efforts in both the asthma care and diabetes management initiatives have led to some preliminary improvements in quality of care indicators. Physician leadership and strategic vision, CPI-oriented organizational infrastructure, broad-based physician involvement in CPI, providing access to performance data, parallel incentives, and creating a sense of urgency for accelerated change are all critical success factors to the implementation of CPI strategies at the local, regional, and national levels.

The balanced scorecard: an incremental approach model to health care management.

PubMed

Pineno, Charles J

2002-01-01

The balanced scorecard represents a technique used in strategic management to translate an organization's mission and strategy into a comprehensive set of performance measures that provide the framework for implementation of strategic management. This article develops an incremental approach for decision making by formulating a specific balanced scorecard model with an index of nonfinancial as well as financial measures. The incremental approach to costs, including profit contribution analysis and probabilities, allows decisionmakers to assess, for example, how their desire to meet different health care needs will cause changes in service design. This incremental approach to the balanced scorecard may prove to be useful in evaluating the existence of causality relationships between different objective and subjective measures to be included within the balanced scorecard.

Sense of place, organizational context and the strategic management of publicly funded hospitals.

PubMed

Hanlon, N T

2001-11-01

An era of managerialism in health care delivery systems is now well ensconced throughout the nations of the OECD. This development has occurred, in large part, as a response to funding pressures in institutionally based health care delivery imposed by principal third party insurers. In the case of publicly funded hospitals, the more traditional concerns for stewardship and appeasement of professional groups is being replaced by a greater emphasis on cost consciousness and corporate-style leadership as these organizations seek to reposition themselves in new funding and regulatory environments. While institutional theory and strategic management perspectives help illuminate these issues, this paper argues that a place-based perspective is also needed to understand the changes currently underway in health care delivery and publicly funded human services more generally. This is illustrated with reference to developments in the strategic management of public hospitals in the province of Ontario. Evidence from a survey of senior administrators of public hospitals, distributed at the height of these policy reform initiatives, is examined to shed light on local level management responses to changing policy and fiscal pressures. The data suggest that the latest policy directions in the province of Ontario will 'encourage' hospital executives in particular community settings to steer their organizations in very unfamiliar directions. The findings suggest a need for greater attention to context and setting in health services research and policy.

A Combined MIS/DS Course Uses Lecture Capture Technology to "Level the Playing Field" in Student Numeracy

ERIC Educational Resources Information Center

Popovich, Karen

2012-01-01

This paper describes the process taken to develop a quantitative-based and Excel™-driven course that combines "BOTH" Management Information Systems (MIS) and Decision Science (DS) modeling outcomes and lays the foundation for upper level quantitative courses such as operations management, finance and strategic management. In addition,…

Public Relations Manager Involvement in Strategic Issue Diagnosis.

ERIC Educational Resources Information Center

Lauzen, Martha M.

1995-01-01

Reports on an exploratory study that seeks to build theoretical understanding of how public relations practitioner involvement in one type of strategic organizational decision making--strategic issue diagnosis--is related to shared values with top management, diagnosis accuracy, strategy pursued, and the power of the public relations function. (TB)

77 FR 44216 - Mid-Atlantic Fishery Management Council (MAFMC); Public Meetings

Federal Register 2010, 2011, 2012, 2013, 2014

2012-07-27

..., 2012--The Visioning and Strategic Planning Working Group (facilitated by Adam R. Saslow, Senior.... SUMMARY: The Mid-Atlantic Fishery Management Council (Council) and its Strategic Planning Working Group... INFORMATION: Monday, August 13, 2012 9 a.m. until 5 p.m.--The Visioning and Strategic Planning Working Group...

Strategic Positioning of HRM in Knowledge-Based Organizations

ERIC Educational Resources Information Center

Thite, Mohan

2004-01-01

With knowledge management as the strategic intent and learning to learn as the strategic weapon, the current management focus is on how to leverage knowledge faster and better than competitors. Research demonstrates that it is the cultural mindset of the people in the organisation that primarily defines success in knowledge intensive…

A Strategic Plan for Introducing, Implementing, Managing, and Monitoring an Urban Extension Platform

ERIC Educational Resources Information Center

Warner, Laura A.; Vavrina, Charlie S.; Campbell, Mary L.; Elliott, Monica L.; Northrop, Robert J.; Place, Nick T.

2017-01-01

Florida's Strategic Plan for Extension in Metropolitan Regions reflects an adaptive management approach to the state's urban Extension mission within the context of establishing essential elements, performance indicators, key outcomes, and suggested alternatives for action. Extension leadership has adopted the strategic plan, and implementation…

Policy measures on strengthening and developing capabilities for national tobacco control in Thailand.

PubMed

Kengkarnpanich, Mondha; Termsirikulchai, Lakkhana; Benjakul, Sarunya

2012-06-01

To assess the situation and report on a national capacity plan for tobacco control under the National Strategic Plan for Tobacco Control (NSPTC) 2010-2014. Systematic documentary review and analysis were managed by the working group. The results were discussed and provided recommendations by the sub-committee on developing the NSPTC 2010-2014. Seven meetings were organized from March 2009-January 2010. Eventually, the NSPCT 2010-2014 was approved by the National Committee for Tobacco Control, chaired by the Minister of Public Health on 22 April 2010. The major result of the present study was brought to the National Capacity in Tobacco Control Plan under the NSPTC 2010-2014. The purpose of the plan is to strengthen and develop national tobacco control capacity before 2011. Seven strategic areas for National Tobacco Control Capacity have been proposed. They are, 1) tobacco control policy and leadership development, 2) developing an organizational structure and management systems, 3) developing surveillance, monitoring and evaluation systems, 4)formulate measures to support research and knowledge management, 5) capacity building and network expansion for tobacco control in various sectors, 6) capacity building and expansion of a collaborative network for tobacco control at regional levels and 7) improving and strengthening tobacco control laws. In addition, the indicators, key players and support partners were addressed. Although the strength of the strategic plan on National Capacity in Tobacco Control is participatory planning process and result in the integrated and comprehensive capacity in tobacco control plan, but some concerns should be considers. They are infrastructure, evidence and networking and leadership.

Case analysis online: a strategic management case model for the health industry.

PubMed

Walsh, Anne; Bearden, Eithne

2004-01-01

Despite the plethora of methods and tools available to support strategic management, the challenge for health executives in the next century will relate to their ability to access and interpret data from multiple and intricate communication networks. Integrated digital networks and satellite systems will expand the scope and ease of sharing information between business divisions, and networked systems will facilitate the use of virtual case discussions across universities. While the internet is frequently used to support clinical decisions in the healthcare industry, few executives rely upon the internetfor strategic analysis. Although electronic technologies can easily synthesize data from multiple information channels, research as well as technical issues may deter their application in strategic analysis. As digital models transform access to information, online models may become increasingly relevant in designing strategic solutions. While there are various pedagogical models available to support the strategic management process, this framework was designed to enhance strategic analysis through the application of technology and electronic research. A strategic analysis framework, which incorporated internet research and case analysis in a strategic managementcourse, is described alongwith design and application issues that emerged during the case analysis process.

Developing a culturally competent health network: a planning framework and guide.

PubMed

Gertner, Eric J; Sabino, Judith N; Mahady, Erica; Deitrich, Lynn M; Patton, Jarret R; Grim, Mary Kay; Geiger, James F; Salas-Lopez, Debbie

2010-01-01

The number of cultural competency initiatives in healthcare is increasing due to many factors, including changing demographics, quality improvement and regulatory requirements, equitable care missions, and accreditation standards. To facilitate organization-wide transformation, a hospital or healthcare system must establish strategic goals, objectives, and implementation tasks for culturally competent provision of care. This article reports the largely successful results of a cultural competency program instituted at a large system in eastern Pennsylvania. Prior to the development of its cultural competency initiative, Lehigh Valley Health Network, Allentown, Pennsylvania, saw isolated activities producing innovative solutions to diversity and culture issues in the provision of equitable care. But it took a transformational event to support an organization-wide program in cultural competency by strengthening leadership buy-in and providing a sense of urgency, excitement, and shared vision among multiple stakeholders. A multidisciplinary task force, including senior leaders and a diverse group of employees, was created with the authority and responsibility to enact changes. Through a well-organized strategic planning process, existing patient and community demographic data were reviewed to describe existing disparities, a baseline assessment was completed, a mission statement was created, and clear metrics were developed. The strategic plan, which focused on five key areas (demographics, language-appropriate services, employees, training, and education/communication), was approved by the network's chief executive officer and senior managers to demonstrate commitment prior to implementation. Strategic plan implementation proceeded through a project structure consisting of subproject teams charged with achieving the following specific objectives: develop a cultural material repository, enhance employee recruitment/retention, establish a baseline assessment, standardize data collection, provide language-appropriate services, and develop an education program. Change management and project management methodologies; defined roles and responsibilities; and specific, measurable, attainable, realistic, and time-bound goals were used in the implementation. This process has supported organizational change, thereby promoting high-quality, safe, and equitable care through widespread expectations of culturally competent care delivery across the entire network. Using this "ecologic approach" will ensure long-term success.

The Role of an Academic Development Unit in Supporting Institutional VET Learning and Teaching Change Management

ERIC Educational Resources Information Center

Fotinatos, Nina

2016-01-01

The aim of this paper is to examine the role and impact of a central academic development unit (ADU) within an institutional strategic and operational change management project. The primary goal of this project was to improve vocational education and training (VET) learning and teaching practice in an Australian dual-sector regional university.…

Transforming revenue management.

PubMed

Silveria, Richard; Alliegro, Debra; Nudd, Steven

2008-11-01

Healthcare organizations that want to undertake a patient administrative/revenue management transformation should: Define the vision with underlying business objectives and key performance measures. Strategically partner with key vendors for business process development and technology design. Create a program organization and governance infrastructure. Develop a corporate design model that defines the standards for operationalizing the vision. Execute the vision through technology deployment and corporate design model implementation.

Business Policy or Strategic Management: A Broader View for an Emerging Discipline. Paper No. 371.

ERIC Educational Resources Information Center

Schendel, Dan E.; Hatten, Kenneth J.

Generally, business policy is thought of as a course rather than as a field of study or as a broad discipline. This view has limited the development of substantive knowledge unique to the problems of total enterprise management. Evidence indicates that a broader view of these problems and new opportunities for further development are emerging.…

Total Quality Management: Good Enough for Government Work

DTIC Science & Technology

1992-10-01

expectations. This monograph consists of two basic parts. The first part reviews the quality movement in the United States from the time of the industrial ... revolution up to and including strategic quality management. It will help readers understand how quality developed over the years and why particular

Critical Mass: Education and the Economy.

ERIC Educational Resources Information Center

Groff, Warren H.

1984-01-01

Underscores the importance of strategic planning and management in higher education in the future, emphasizing the need to develop the intellectual capital necessary to implement planning and management systems to tighten the relationship between education and the economy. Discusses selected facts about the economy and the challenges facing…

How do strategic decisions and operative practices affect operating room productivity?

PubMed

Peltokorpi, Antti

2011-12-01

Surgical operating rooms are cost-intensive parts of health service production. Managing operating units efficiently is essential when hospitals and healthcare systems aim to maximize health outcomes with limited resources. Previous research about operating room management has focused on studying the effect of management practices and decisions on efficiency by utilizing mainly modeling approach or before-after analysis in single hospital case. The purpose of this research is to analyze the synergic effect of strategic decisions and operative management practices on operating room productivity and to use a multiple case study method enabling statistical hypothesis testing with empirical data. 11 hypotheses that propose connections between the use of strategic and operative practices and productivity were tested in a multi-hospital study that included 26 units. The results indicate that operative practices, such as personnel management, case scheduling and performance measurement, affect productivity more remarkably than do strategic decisions that relate to, e.g., units' size, scope or academic status. Units with different strategic positions should apply different operative practices: Focused hospital units benefit most from sophisticated case scheduling and parallel processing whereas central and ambulatory units should apply flexible working hours, incentives and multi-skilled personnel. Operating units should be more active in applying management practices which are adequate for their strategic orientation.

Knowledge management in healthcare: towards 'knowledge-driven' decision-support services.

PubMed

Abidi, S S

2001-09-01

In this paper, we highlight the involvement of Knowledge Management in a healthcare enterprise. We argue that the 'knowledge quotient' of a healthcare enterprise can be enhanced by procuring diverse facets of knowledge from the seemingly placid healthcare data repositories, and subsequently operationalising the procured knowledge to derive a suite of Strategic Healthcare Decision-Support Services that can impact strategic decision-making, planning and management of the healthcare enterprise. In this paper, we firstly present a reference Knowledge Management environment-a Healthcare Enterprise Memory-with the functionality to acquire, share and operationalise the various modalities of healthcare knowledge. Next, we present the functional and architectural specification of a Strategic Healthcare Decision-Support Services Info-structure, which effectuates a synergy between knowledge procurement (vis-à-vis Data Mining) and knowledge operationalisation (vis-à-vis Knowledge Management) techniques to generate a suite of strategic knowledge-driven decision-support services. In conclusion, we argue that the proposed Healthcare Enterprise Memory is an attempt to rethink the possible sources of leverage to improve healthcare delivery, hereby providing a valuable strategic planning and management resource to healthcare policy makers.

A Survey of Managers' Access to Key Performance Indicators via HIS: The Case of Iranian Teaching Hospitals.

PubMed

Ahmadi, Maryam; Khorrami, Farid; Dehnad, Afsaneh; Golchin, Mohammad H; Azad, Mohsen; Rahimi, Shafei

2018-01-01

The challenges of using health information systems in developing countries are different from developed countries for various reasons such as infrastructure and data culture of organizations. The aim of this study is to assess managers' access to key performance indicators (KPI) via Hospital Information System (HIS) in teaching hospitals of Iran. All managers (Census method) of the four teaching hospitals affiliated to Hormozgan University of Medical Sciences (HUMS) were included in this study. KPIs which are linked to the strategic objectives of organizations were adopted from the strategic plan of HUMS. The questionnaire used in this study included three categories: Financial, Human Resources and clinical. One-sample t-test was used and the significant difference score was calculated for the acceptable level. We found that HIS cannot facilitate access to KPIs for managers in the main categories, but it was effective in two subcategories of income (p = 0.314) and salary (P = 0.289)). A study of barriers to the use of managers of HIS in hospitals is suggested.

Development and implementation of a balanced scorecard in an academic hospitalist group.

PubMed

Hwa, Michael; Sharpe, Bradley A; Wachter, Robert M

2013-03-01

Academic hospitalist groups (AHGs) are often expected to excel in multiple domains: quality improvement, patient safety, education, research, administration, and clinical care. To be successful, AHGs must develop strategies to balance their energies, resources, and performance. The balanced scorecard (BSC) is a strategic management system that enables organizations to translate their mission and vision into specific objectives and metrics across multiple domains. To date, no hospitalist group has reported on BSC implementation. We set out to develop a BSC as part of a strategic planning initiative. Based on a needs assessment of the University of California, San Francisco, Division of Hospital Medicine, mission and vision statements were developed. We engaged representative faculty to develop strategic objectives and determine performance metrics across 4 BSC perspectives. There were 41 metrics identified, and 16 were chosen for the initial BSC. It allowed us to achieve several goals: 1) present a broad view of performance, 2) create transparency and accountability, 3) communicate goals and engage faculty, and 4) ensure we use data to guide strategic decisions. Several lessons were learned, including the need to build faculty consensus, establish metrics with reliable measureable data, and the power of the BSC to drive goals across the division. We successfully developed and implemented a BSC in an AHG as part of a strategic planning initiative. The BSC has been instrumental in allowing us to achieve balanced success in multiple domains. Academic groups should consider employing the BSC as it allows for a data-driven strategic planning and assessment process. Copyright © 2013 Society of Hospital Medicine.

LIFE CYCLE ASSESSMENT FOR CHEMICAL AGENT RESISTANT COATING

EPA Science Inventory

This project was sponsored by the Department of Defense Strategic Environmental Research and Development Program (SERDP) and conducted by the U. S. Environmental Protection Agency National Risk Management Research Laboratory (NRMRL). In support of SERDP's objective to develop env...

Strategic planning as a focus for continuous improvement. A case study

NASA Technical Reports Server (NTRS)

Oneill, John W.; Gordon-Winkler, Lyn

1992-01-01

What do most of the successful people and organizations in our world have in common? Instead of worrying about the future, they work to create it. They have a plan, or a vision of what they want to accomplish and they focus their efforts on success. Strategic planning has been described as a disciplined, ongoing process to produce fundamental decisions and actions that shape what an organization is, what it does, and how it will respond to a changing environment. This case study discussion will evaluate the relationship between strategic planning and Total Quality Management (TQM), or continuous improvement, through the experience of the NASA Johnson Space Center in developing a strategy for the future. That experience clearly illustrates the value of strategic planning in setting the framework and establishing the overall thrust of continuous improvement initiatives. Equally significant, the fundamentals of a quality culture such as strong customer and supplier partnerships, participative involvement, open communications, and ownership were essential in overcoming the challenges inherent in the planning process. A reinforced management commitment to the quality culture was a clear, long-term benefit.

Strategic planning as a focus for continuous improvement. A case study

NASA Astrophysics Data System (ADS)

Oneill, John W.; Gordon-Winkler, Lyn

What do most of the successful people and organizations in our world have in common? Instead of worrying about the future, they work to create it. They have a plan, or a vision of what they want to accomplish and they focus their efforts on success. Strategic planning has been described as a disciplined, ongoing process to produce fundamental decisions and actions that shape what an organization is, what it does, and how it will respond to a changing environment. This case study discussion will evaluate the relationship between strategic planning and Total Quality Management (TQM), or continuous improvement, through the experience of the NASA Johnson Space Center in developing a strategy for the future. That experience clearly illustrates the value of strategic planning in setting the framework and establishing the overall thrust of continuous improvement initiatives. Equally significant, the fundamentals of a quality culture such as strong customer and supplier partnerships, participative involvement, open communications, and ownership were essential in overcoming the challenges inherent in the planning process. A reinforced management commitment to the quality culture was a clear, long-term benefit.

Issues in NASA Program and Project Management. Special Report: 1997 Conference. Project Management Now and in the New Millennium

NASA Technical Reports Server (NTRS)

Hoffman, Edward J. (Editor); Lawbaugh, William M. (Editor)

1997-01-01

Topics Considered Include: NASA's Shared Experiences Program; Core Issues for the Future of the Agency; National Space Policy Strategic Management; ISO 9000 and NASA; New Acquisition Initiatives; Full Cost Initiative; PM Career Development; PM Project Database; NASA Fast Track Studies; Fast Track Projects; Earned Value Concept; Value-Added Metrics; Saturn Corporation Lessons Learned; Project Manager Credibility.

Hospital acquisition or management contract: a theory of strategic choice.

PubMed

Morrisey, M A; Alexander, J A

1987-01-01

Differences in the mission of the hospital and the multihospital system are key elements underlying the development of a management contract. Preliminary analysis suggests that the number of potential new acquisitions is severely limited, that contract management is not a stepping stone to acquisition, and that many recent management contracts appear to be attempts to overcome problems beyond the hospital's and the contractor's direct control.

Dermatology practice management assures practice development and efficiency.

PubMed

Wagener, D L

2000-09-01

This article provides an overview of the disciplines involved in managing a dermatology practice today. Several key management processes, including strategic planning, financial analysis, advertising and public relations, information systems management, and compliance program development and monitoring are addressed. This article explores several possible tactics that can be used to help guide your practice in the right direction without overtaxing your resources. Also offered are possible solutions for creating an organization that is poised for success, and a management team capable of steering the practice through the sea of change ahead.

5 CFR 250.201 - Coverage and purpose.

Code of Federal Regulations, 2011 CFR

2011-01-01

....201 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERSONNEL MANAGEMENT IN AGENCIES Strategic Human Capital Management § 250.201 Coverage and purpose. The Chief Human... the strategic management of the Federal civil service, and pursuant to 5 U.S.C. 1103, OPM is...

Forest bird monitoring protocol for strategic habitat conservation and endangered species management on O'ahu Forest National Wildlife Refuge, Island of O'ahu, Hawai'i

USGS Publications Warehouse

Camp, Richard J.; Gorresen, P. Marcos; Banko, Paul C.

2011-01-01

This report describes the results of a pilot forest bird survey and a consequent forest bird monitoring protocol that was developed for the O'ahu Forest National Wildlife Refuge, O'ahu Island, Hawai'i. The pilot survey was conducted to inform aspects of the monitoring protocol and to provide a baseline with which to compare future surveys on the Refuge. The protocol was developed in an adaptive management framework to track bird distribution and abundance and to meet the strategic habitat conservation requirements of the Refuge. Funding for this research was provided through a Science Support Partnership grant sponsored jointly by the U.S. Geological Survey (USGS) and the U.S. Fish and Wildlife Service (USFWS).

Building leadership capacity in advanced nurse practitioners - the role of organisational management.

PubMed

Elliott, Naomi

2017-01-01

To highlight the organisation-level management's role in building leadership capacity in advanced nurse practitioners and the need for appropriate supports to increase their becoming leaders. Little is published about the role of organisation-level management in building leadership capacity and in developing the next generation of nurse leaders. In times of economic constraint, organisations need to focus their efforts on targeted leadership initiatives. Advanced nurse practitioners are ideally positioned to act as leaders both within and beyond the health care organisation. From the available research evidence, several support structures and mechanisms are identified as enablers for advanced nurse practitioners to enact their leadership role. Health care organisations need to include building leadership capacity as a priority in their strategic plan and take action to build-up the level of advanced nurse practitioner leadership. Nurse executives have a vital role in influencing the organisation's strategic plan and making a business case for prioritising leadership capacity building within advanced nurse practitioners. A challenge for nurse executives faced with competing service and leadership development demands, involves strategic decision-making regarding whether the advanced nurse practitioner's role is limited to service delivery or its potential in leading health care reforms is realised. © 2016 John Wiley & Sons Ltd.

Bottleneck analysis and strategic planning using Tanahashi model for childhood diarrhea management in Gujarat, Western India.

PubMed

Rupani, Mihir Prafulbhai; Gaonkar, Narayan T; Bhatt, Gneyaa S

2016-10-01

In spite of continued efforts, India is still lagging behind in achieving its MDG goals. The objectives of this study were to identify stake-holders who have a role to play in childhood diarrhea management, to identify gaps in childhood diarrhea management and to propose strategic options for relieving these gaps. Bottleneck analysis exercise was carried out based on the Tanahashi model in six High Priority Districts (HPDs) of Gujarat in period between July-November 2013. The major bottlenecks identified for Childhood Diarrhea management were poor demand generation, unsafe drinking water, poor access to improved sanitation facility and lack of equitable distribution and replenishment mechanisms for Oral Rehydration Solution (ORS) packets and Zinc tablets till the front-line worker level. The main strategic options that were suggested for relieving these bottlenecks were Zinc-ORS roll out in scale-up districts, develop Information Education Communication/Behaviour Change Communication (IEC/BCC) plan for childhood diarrhea management at state/district level, use of Drug Logistics Information Management System (DLIMS) software for supply chain management of Zinc-ORS, strengthening of chlorination activity at household level, monitoring implementation of Nirmal Bharat Abhiyaan (NBA) for constructing improved sanitation facilities at household level and to develop an IEC/BCC plan for hygiene promotion and usage of sanitary latrines. Use of Zinc tablets need to be intensified through an effective scale-up. Adequate demand generation activity is needed. There is need to address safe drinking water and improved sanitation measures at household levels. Multi-sectoral engagements and ownership of Zinc-ORS program is the need of the hour. Copyright © 2016 Elsevier Ltd. All rights reserved.

Managing health and safety risks: Implications for tailoring health and safety management system practices.

PubMed

Willmer, D R; Haas, E J

2016-01-01

As national and international health and safety management system (HSMS) standards are voluntarily accepted or regulated into practice, organizations are making an effort to modify and integrate strategic elements of a connected management system into their daily risk management practices. In high-risk industries such as mining, that effort takes on added importance. The mining industry has long recognized the importance of a more integrated approach to recognizing and responding to site-specific risks, encouraging the adoption of a risk-based management framework. Recently, the U.S. National Mining Association led the development of an industry-specific HSMS built on the strategic frameworks of ANSI: Z10, OHSAS 18001, The American Chemistry Council's Responsible Care, and ILO-OSH 2001. All of these standards provide strategic guidance and focus on how to incorporate a plan-do-check-act cycle into the identification, management and evaluation of worksite risks. This paper details an exploratory study into whether practices associated with executing a risk-based management framework are visible through the actions of an organization's site-level management of health and safety risks. The results of this study show ways that site-level leaders manage day-to-day risk at their operations that can be characterized according to practices associated with a risk-based management framework. Having tangible operational examples of day-to-day risk management can serve as a starting point for evaluating field-level risk assessment efforts and their alignment to overall company efforts at effective risk mitigation through a HSMS or other processes.

A Strategic Study about Quality Characteristics in e-Health Systems Based on a Systematic Literature Review.

PubMed

Domínguez-Mayo, F J; Escalona, M J; Mejías, M; Aragón, G; García-García, J A; Torres, J; Enríquez, J G

2015-01-01

e-Health Systems quality management is an expensive and hard process that entails performing several tasks such as analysis, evaluation, and quality control. Furthermore, the development of an e-Health System involves great responsibility since people's health and quality of life depend on the system and services offered. The focus of the following study is to identify the gap in Quality Characteristics for e-Health Systems, by detecting not only which are the most studied, but also which are the most used Quality Characteristics these Systems include. A strategic study is driven in this paper by a Systematic Literature Review so as to identify Quality Characteristics in e-Health. Such study makes information and communication technology organizations reflect and act strategically to manage quality in e-Health Systems efficiently and effectively. As a result, this paper proposes the bases of a Quality Model and focuses on a set of Quality Characteristics to enable e-Health Systems quality management. Thus, we can conclude that this paper contributes to implementing knowledge with regard to the mission and view of e-Health (Systems) quality management and helps understand how current researches evaluate quality in e-Health Systems.

A Strategic Study about Quality Characteristics in e-Health Systems Based on a Systematic Literature Review

PubMed Central

Escalona, M. J.; Mejías, M.; Aragón, G.; García-García, J. A.; Torres, J.; Enríquez, J. G.

2015-01-01

e-Health Systems quality management is an expensive and hard process that entails performing several tasks such as analysis, evaluation, and quality control. Furthermore, the development of an e-Health System involves great responsibility since people's health and quality of life depend on the system and services offered. The focus of the following study is to identify the gap in Quality Characteristics for e-Health Systems, by detecting not only which are the most studied, but also which are the most used Quality Characteristics these Systems include. A strategic study is driven in this paper by a Systematic Literature Review so as to identify Quality Characteristics in e-Health. Such study makes information and communication technology organizations reflect and act strategically to manage quality in e-Health Systems efficiently and effectively. As a result, this paper proposes the bases of a Quality Model and focuses on a set of Quality Characteristics to enable e-Health Systems quality management. Thus, we can conclude that this paper contributes to implementing knowledge with regard to the mission and view of e-Health (Systems) quality management and helps understand how current researches evaluate quality in e-Health Systems. PMID:26146656

Managing Schools as Complex Adaptive Systems: A Strategic Perspective

ERIC Educational Resources Information Center

Fidan, Tuncer; Balci, Ali

2017-01-01

This conceptual study examines the analogies between schools and complex adaptive systems and identifies strategies used to manage schools as complex adaptive systems. Complex adaptive systems approach, introduced by the complexity theory, requires school administrators to develop new skills and strategies to realize their agendas in an…

Strategy, Structure and Quality Service: Developing School Wide Quality Improvement.

ERIC Educational Resources Information Center

Murgatroyd, Stephen

1991-01-01

Builds on earlier contributions to the literature on educational leadership and total quality management in education. Introduces two new tools--the service guarantee and the House of Quality, placing them in the context of strategic marketing, structural change, and other total quality management methods. (19 references) (MLH)

Human Performance Technology and Knowledge Management: A Case Study

ERIC Educational Resources Information Center

Massey, Anne P.; Montoya-Weiss, Mitzi M.; O'Driscoll, Tony M.

2005-01-01

As organizations respond to competitive environments and strive to enhance performance, knowledge management (KM) has increasingly become a strategic activity. A KM strategy entails consciously helping people share and put knowledge into action. A key challenge is how to develop and implement KM solutions that provide performance support to…

The Trickiness of IT Enhanced Competence Management

ERIC Educational Resources Information Center

McHenry, Joyce E. H.; Stronen, Fred H.

2008-01-01

Purpose: The purpose of this paper is to develop a critical understanding of IT enhanced competence management and its promise to bridge operational and strategic functions with the aim of revealing potential hidden challenges. Design/methodology/approach: Empirical data were gathered through interviews and observations during a longitudinal field…

A Cross-Cultural Investigation of Human Performance Technology Interventions

ERIC Educational Resources Information Center

Vadivelu, Ramaswamy N.

2010-01-01

Human Performance Technology (HPT) is a field of practice that has evolved from advancements in organizational development, instructional design, strategic human resource management and cognitive psychology. As globalization and trends like outsourcing and off-shoring start to dominate the way organizations grow, HPT practitioners are managing the…

Managing Records as Evidence and Information.

ERIC Educational Resources Information Center

Cox, Richard J.

For the past three decades, policies regarding a variety of information issues have emanated from federal agencies, legislative chambers, and corporate boardrooms. Records policies are critically important for records professionals to develop and use as a means of strategically managing the information and evidence found in the millions of records…

Operations Management and Curriculum Design.

ERIC Educational Resources Information Center

Slack, Nigel

1983-01-01

The last few years have seen developments in the academic treatment of operations management which both broaden the subject to include a much wider range of industries in the nonmanufacturing sectors and place the operations function in a more strategic context. (MEAD Subscriptions, CSML, University of Lancaster, Lancaster LA1 4YX, England) (SSH)

DESIGN OF A DECISION SUPPORT SYSTEM FOR SELECTION AND PLACEMENT OF BMPS IN URBAN WATERSHEDS

EPA Science Inventory

The U.S. Environmental Protection Agency (USEPA) has funded the development of a decision support system for selection and placement of best management practices (BMPs) at strategic locations in urban watersheds. The primary objective of the system is to provide stormwater manag...

A Model Training Program: NJASBO's State Certification Program.

ERIC Educational Resources Information Center

Rodabaugh, Karl

1997-01-01

In 1991, the New Jersey Association of School Business Officials was selected as a nontraditional provider and asked to develop and implement a new state-approved certification program. The idea was to produce administrators who are adept at strategic planning, financial management and accounting, school law, personnel management, facility…

Planning for the Business of Education.

ERIC Educational Resources Information Center

Nutt, Andy

There are two levels of planning: strategic and operational. Strategic planning takes place at the upper levels of management and relates to the longrange objectives of an organization. Operational planning takes place at the middle, or lower, management echelon and deals with the implementation of strategic plans. It is the task of the chief…

Exploration of a Contextual Management Framework for Strategic Learning Alliances

ERIC Educational Resources Information Center

Dealtry, Richard

2008-01-01

Purpose: This article aims to take a further step forward in examining those important business factors that will shape the future of best practice in the quality management of internal and external strategic alliances. Design/methodology/approach: The article presents a speculative scenario on the future of strategic alliances in education,…

Strategic Role of HRM in Turkey: A Three-Country Comparative Analysis

ERIC Educational Resources Information Center

Ozcelik, Ayse Oya; Aydinli, Fulya

2006-01-01

Purpose: To explore the strategic role of human resource management (HRM) in Turkey by comparing Turkish companies to Spanish and German companies. Design/methodology/approach: The questionnaire form of the Cranet-G 1999-2000 Survey (Cranfield Network on Strategic International Human Resource Management) has been used to collect the data. The…

The occupational safety and health scorecard--a business case example for strategic management.

PubMed

Köper, Birgit; Möller, Klaus; Zwetsloot, Gerard

2009-12-01

Human resources and health issues are crucial in terms of corporate competitiveness. However, systematic, continuous and strategically aligned occupational safety and health (OSH) management is scarcely applied in companies. One major reason for this could be the lack of generally accepted and standardised OSH control methods. Our objective was thus to conceptualize a method by which qualitative factors such as human resources and OSH aspects contribute to the performance or value-added layer of an organization. We developed a business case based on the well-known and accepted Balanced Scorecard approach, which we adapted and applied to the management of OSH issues. The concept was implemented in the course of a comprehensive case study at a German automobile manufacturer. We gathered health as well as finance data in order to test which health-related indicators had an impact on financial performance. The demonstration of, and reporting on, how the promotion of workplace health contributes strategically to the organization is crucial for both health and human resource managers. Based on multivariate regression analyses, our main finding was that the Balanced Scorecard approach is an adequate means to control OSH issues in terms of strategic health management. Our analyses demonstrated that health-related interventions contribute significantly to performance aspects such as quality, productivity, absenteeism, and cost reduction. Therefore, the financial impact of health-related aspects / interventions could be demonstrated by means of the OSH scorecard. The availability and quality of health data within the context of overall corporate performance data needs to be improved in order to bridge OSH-related and performance issues of an organization.

Pan-London tuberculosis services: a service evaluation

PubMed Central

2012-01-01

Background London has the largest proportion of tuberculosis (TB) cases of any western European capital, with almost half of new cases drug-resistant. Prevalence varies considerably between and within boroughs with research suggesting inadequate control of TB transmission in London. Economic pressures may exacerbate the already considerable challenges for service organisation and delivery within this context. This paper presents selected findings from an evaluation of London’s TB services’ organisation, delivery, professional workforce and skill mix, intended to support development of a strategic framework for a pan-London TB service. These may also interest health service professionals and managers in TB services in the UK, other European cities and countries and in services currently delivered by multiple providers operating independently. Methods Objectives were: 1) To establish how London’s TB services are structured and delivered in relation to leadership, management, organisation and delivery, coordination, staffing and support; 2) To identify tools/models for calculating skill mix as a basis for identifying skill mix requirements in delivering TB services across London; 3) To inform a strategic framework for the delivery of a pan-London TB service, which may be applicable to other European cities. The multi-method service audit evaluation comprised documentary analysis, semi-structured interviews with TB service users (n = 10), lead TB health professionals and managers (n = 13) representing London’s five sectors and focus groups with TB nurses (n = 8) and non-London network professionals (n = 2). Results Findings showed TB services to be mainly hospital-based, with fewer community-based services. Documentary analysis and professionals’ interviews suggested difficulties with early access to services, low suspicion index amongst some GPs and restricted referral routes. Interviews indicated lack of managed accommodation for difficult to treat patients, professional workforce shortages, a need for strategic leadership, nurse-led clinics and structured career paths for TB nurses and few social care/outreach workers to support patients with complex needs. Conclusions This paper has identified key issues relating to London’s TB services’ organisation, delivery, professional workforce and skill mix. The majority of these present challenges which need to be addressed as part of the future development of a strategic framework for a pan-London TB service. More consistent strategic planning/co-ordination and sharing of best practice is needed, together with a review of pan-London TB workforce development strategy, encompassing changing professional roles, skills development needs and patient pathways. These findings may be relevant with the development of TB services in other European cities. PMID:22805234

Developing a common framework for integrated solid waste management advances in Managua, Nicaragua.

PubMed

Olley, Jane E; IJgosse, Jeroen; Rudin, Victoria; Alabaster, Graham

2014-09-01

This article describes the municipal solid waste management system in Managua, Nicaragua. It updates an initial profile developed by the authors for the 2010 UN-HABITAT publication Solid Waste Management in the World's Cities and applies the methodology developed in that publication. In recent years, the municipality of Managua has been the beneficiary of a range of international cooperation projects aimed at improving municipal solid waste management in the city. The article describes how these technical assistance and infrastructure investments have changed the municipal solid waste management panorama in the city and analyses the sustainability of these changes. The article concludes that by working closely with the municipal government, the UN-HABITAT project Strengthening Capacities for Solid Waste Management in Managua was able to unite these separate efforts and situate them within a strategic framework to guide the evolution of the municipal solid waste management system in the forthcoming years. The creation of this multi-stakeholder platform allowed for the implementation of joint activities and ensured coherence in the products generated by the different projects. This approach could be replicated in other cities and in other sectors with similar effect. Developing a long term vision was essential for the advancement of municipal solid waste management in the city. Nevertheless, plan implementation may still be undermined by the pressures of the short term municipal administrative government, which emphasize operational over strategic investment. © The Author(s) 2014.

From local development policies to strategic planning-Assessing continuity in institutional coalitions.

PubMed

Mazzeo Rinaldi, Francesco

2016-06-01

In the last two decades, EU policies have had a fundamental role in orienting regional/local development. The objective of this work is set in this context as it intends to analyze the local development programs activated in Sicily in the last three programming periods. The main aim is to explore whether the EU partnership principle influenced cooperation among local actors, assessing the continuity of local institutional coalition in managing different local development programs within the regional development policy system. We focus, in particular, on Strategic Plans (SP) promoted in Sicily in the transition phase between the 2000-2006 and the 2007-2013 periods. Copyright © 2016 Elsevier Ltd. All rights reserved.

Lawrence Berkeley Laboratory, Institutional Plan FY 1994--1999

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

1993-09-01

The Institutional Plan provides an overview of the Lawrence Berkeley Laboratory mission, strategic plan, scientific initiatives, research programs, environment and safety program plans, educational and technology transfer efforts, human resources, and facilities needs. For FY 1994-1999 the Institutional Plan reflects significant revisions based on the Laboratory`s strategic planning process. The Strategic Plan section identifies long-range conditions that will influence the Laboratory, as well as potential research trends and management implications. The Initiatives section identifies potential new research programs that represent major long-term opportunities for the Laboratory, and the resources required for their implementation. The Scientific and Technical Programs section summarizesmore » current programs and potential changes in research program activity. The Environment, Safety, and Health section describes the management systems and programs underway at the Laboratory to protect the environment, the public, and the employees. The Technology Transfer and Education programs section describes current and planned programs to enhance the nation`s scientific literacy and human infrastructure and to improve economic competitiveness. The Human Resources section identifies LBL staff diversity and development program. The section on Site and Facilities discusses resources required to sustain and improve the physical plant and its equipment. The new section on Information Resources reflects the importance of computing and communication resources to the Laboratory. The Resource Projections are estimates of required budgetary authority for the Laboratory`s ongoing research programs. The Institutional Plan is a management report for integration with the Department of Energy`s strategic planning activities, developed through an annual planning process.« less

Performance management excellence among the Malcolm Baldrige National Quality Award Winners in Health Care.

PubMed

Duarte, Neville T; Goodson, Jane R; Arnold, Edwin W

2013-01-01

When carefully constructed, performance management systems can help health care organizations direct their efforts toward strategic goals, high performance, and continuous improvement needed to ensure high-quality patient care and cost control. The effective management of performance is an integral component in hospital and health care systems that are recognized for excellence by the Malcolm Baldrige National Quality Award in Health Care. Using the framework in the 2011-2012 Health Care Criteria for Performance Excellence, this article identifies the best practices in performance management demonstrated by 15 Baldrige recipients. The results show that all of the recipients base their performance management systems on strategic goals, outcomes, or competencies that cascade from the organizational to the individual level. At the individual level, each hospital or health system reinforces the strategic direction with performance evaluations of leaders and employees, including the governing board, based on key outcomes and competencies. Leader evaluations consistently include feedback from internal and external stakeholders, creating a culture of information sharing and performance improvement. The hospitals or health care systems also align their reward systems to promote high performance by emphasizing merit and recognition for contributions. Best practices can provide a guide for leaders in other health systems in developing high-performance work systems.

Strategic planning: today's hot buttons.

PubMed

Bohlmann, R C

1998-01-01

The first generation of mergers and managed care hasn't slowed down group practices' need for strategic planning. Even groups that already went through one merger are asking about new mergers or ownership possibilities, the future of managed care, performance standards and physician unhappiness. Strategic planning, including consideration of bench-marking, production of ancillary services and physician involvement, can help. Even if only a short, general look at the future, strategic planning shows the proactive leadership needed in today's environment.

HMIS and decision-making in Zambia: re-thinking information solutions for district health management in decentralized health systems.

PubMed

Mutemwa, Richard I

2006-01-01

At the onset of health system decentralization as a primary health care strategy, which constituted a key feature of health sector reforms across the developing world, efficient and effective health management information systems (HMIS) were widely acknowledged and adopted as a critical element of district health management strengthening programmes. The focal concern was about the performance and long-term sustainability of decentralized district health systems. The underlying logic was that effective and efficient HMIS would provide district health managers with the information required to make effective strategic decisions that are the vehicle for district performance and sustainability in these decentralized health systems. However, this argument is rooted in normative management and decision theory without significant unequivocal empirical corroboration. Indeed, extensive empirical evidence continues to indicate that managers' decision-making behaviour and the existence of other forms of information outside the HMIS, within the organizational environment, suggest a far more tenuous relationship between the presence of organizational management information systems (such as HMIS) and effective strategic decision-making. This qualitative comparative case-study conducted in two districts of Zambia focused on investigating the presence and behaviour of five formally identified, different information forms, including that from HMIS, in the strategic decision-making process. The aim was to determine the validity of current arguments for HMIS, and establish implications for current HMIS policies. Evidence from the eight strategic decision-making processes traced in the study confirmed the existence of different forms of information in the organizational environment, including that provided by the conventional HMIS. These information forms attach themselves to various organizational management processes and key aspects of organizational routine. The study results point to the need for a radical re-think of district health management information solutions in ways that account for the existence of other information forms outside the formal HMIS in the district health system.

[Development and evolution of a balanced scorecard in primary health care: Lessons learned].

PubMed

Bartolomé-Benito, E; Jiménez-Carramiñana, J; Sánchez-Perruca, L; Bartolomé-Casado, M S; Dominguez-Mandueño, A B; Marti-Argandoña, M; Hernández-Pascual, M; Miquel-Gómez, A

To describe the design, implementation, and monitoring of eSOAP (Primary Health Care Balanced Scorecard) and its role in the deployment of strategic objectives and clinical management, as well as to show the lessons learned during six years of follow-up. Descriptive study areas: methodology (conceptual framework, strategic matrix, strategic map, and processes map), technology and standardisation. As of December 2014, 9,046 (78%) professionals are registered in eSOAP. A total of 381 indicators were measured from 16 data sources, of which 36% were of results (EFQM model), 39.1% of clinical management, and 20% were included in the Program Centre Contract. The Balanced Scorecard has enabled to deploy all strategic lines of Primary Health Care, and has enabled the healthcare professionals to evaluate the evolution of results over time, and at patient level (e.g. 16% increase in control of diabetic patients). A total of 295,779 reports were generated and 13,080 professionals were evaluated by goals. There was an increased use of the eSOAP application by the professionals. The Balanced Scorecard was the key in deploying Primary Health Care strategies. It has helped clinical management and improved relevant indicators (health, patient experience, and costs), such as the management models that we used as references (EFQM Kaplan and Norton), and new emerging scenarios (Triple aim). Copyright © 2016 SECA. Publicado por Elsevier España, S.L.U. All rights reserved.

The Role of Human Resource Management in Today's Organizations: The Case of Cyprus in Comparison with the European Union.

ERIC Educational Resources Information Center

Stavrou-Costea, Eleni

2002-01-01

A survey of 91 Cypriot human resource managers identified strategies, training and development practices, and use of flexible work arrangements. Compared with European Union nations, the role of human resource management in many Cypriot organizations is not strategic, and flexible practices are not yet implemented to the same extent as elsewhere.…

Willingness to participate in accountable care organizations: health care managers' perspective.

PubMed

Wan, Thomas T H; Demachkie Masri, Maysoun; Ortiz, Judith; Lin, Blossom Y J

2014-01-01

This study examines how health care managers responded to the accountable care organization (ACO). The effect of perceived benefits and barriers of the commitment to develop a strategic plan for ACOs and willingness to participate in ACOs is analyzed, using organizational social capital, health information technology uses, health systems integration and size of the health networks, geographic factors, and knowledge about ACOs as predictors. Propensity score matching and analysis are used to adjust the state and regional variations. When the number of perceived benefits is greater than the number of perceived barriers, health care managers are more likely to reveal a stronger commitment to develop a strategic plan for ACO adoption. Health care managers who perceived their organizations as lacking leadership support or commitment, financial incentives, and legal and regulatory support to ACO adoption were less willing to participate in ACOs in the future. Future research should gather more diverse views from a larger sample size of health professionals regarding ACO participation. The perspective of health care managers should be seriously considered in the adoption of an innovative health care delivery system. The transparency on policy formulation should consider multiple views of health care managers.

Strategic agility for nursing leadership.

PubMed

Shirey, Maria R

2015-06-01

This department highlights change management strategies that may be successful in strategically planning and executing organizational change. In this article, the author discusses strategic agility as an important leadership competency and offers approaches for incorporating strategic agility in healthcare systems. A strategic agility checklist and infrastructure-building approach are presented.

Managing Diversity within South African Technikons: A Strategic Management Approach.

ERIC Educational Resources Information Center

Norris, Brian

1996-01-01

Based on experiences with affirmative action and subsequent management of diversity at five research universities in the United States, a model for strategic management of diversity in South African technical institutes is outlined. The model has six components: organizational culture; organizational/environmental change; Total Quality Management…

[Knowledge management (I)].

PubMed

Ruiz Moreno, J; Cruz Martín Delgado, M

2001-09-01

Beyond to be in fashion, the knowledge management (KM) is by itself a powerful strategic weapon for managing organizations. In a first part, the authors analyze strategic concepts related to management, emphasizing the attachment between KM and competitive advantage. Finally, the authors tie the KM to learning process ("tacit knowledge", "socialization", "externalization", "combination", and "internationalization").

Human Resources Management: Issues for the 1980s.

ERIC Educational Resources Information Center

Devanna, Mary Anne; And Others

This collection of five articles examines the role and influence of human resources management (HRM) in strategic planning in major American companies. The first article, "Human Resources Management: A Strategic Perspective," by Mary Anne Devanna, Charles Fombrun, and Noel Tichy, describes how to conduct a human resource management audit to assess…

Strategic planning by independent community pharmacies.

PubMed

Harrison, Donald L

2005-01-01

(1) To assess the degree and level of use of the strategic planning process (none, partly, fully) by independent community pharmacy owners/managers and (2) to evaluate the relationships between independent community pharmacy owners/managers' level of strategic planning and indicators of pharmacy performance; including new and refill prescriptions filled, gross margin, rated patient care performance, rated dispensing performance, rated non-pharmacy performance, and rated financial performance. Cross-sectional study. United States. Nationwide random sample of 1,250 owners/managers of independent community pharmacies. Mailed survey. Quality of strategic planning conducted; pharmacy performance measures. Only 141 of 527 (26.8%) usable responses indicated use of some (77 pharmacies, 54.6%) or all (64 pharmacies, 45.4%) of the seven steps typical of strategic planning. Significant associations were observed between the level of strategic planning use and all pharmacy performance variables assessed, including indicators such as greater numbers of new and refill prescriptions dispensed, gross margins, patient care performance, dispensing performance, non-pharmacy performance, and financial performance. Greater ratings of pharmacy performance were significantly associated with the level of strategic planning use. Respondents who fully used strategic planning had significantly higher indicators than partial users; respondents who partly used the process had significantly higher ratings than respondents who did not conduct strategic planning.

The clinical partnership as strategic alliance.

PubMed

Novotny, Jeanne M; Donahue, Moreen; Bhalla, Bharat B

2004-01-01

The purpose of this article is to describe a renewed partnership between a collegiate school of nursing and a community hospital. Universities and hospitals are searching for creative solutions to increase the number of registered nurses available to meet the demand for nursing care. An affiliation agreement had been in existence for many years, but health care system imperatives made it necessary to redesign the partnership between nursing education and nursing service. The model used to develop this new partnership is based on the work done in the field of management and is in the form of a strategic alliance. The success of a strategic alliance depends on two key factors: the relationship between partners and partnership performance. Identified outcomes show that this partnership is helping to meet the increasing demand for nursing care by building student capacity, satisfying mutual needs of faculty and clinical staff, and removing economic barriers. This article describes the development of the strategic alliance, its current status, and strategies for the future.

76 FR 78703 - American Century Strategic Asset Allocations, Inc., et al.;

Federal Register 2010, 2011, 2012, 2013, 2014

2011-12-19

.... Summary of Application: Applicants request an order to permit open-end management investment companies... Century Strategic Asset Allocations, Inc. (``ACSAA''), American Century Investment Management, Inc... Management, Office of Investment Company Regulation). SUPPLEMENTARY INFORMATION: The following is a summary...

77 FR 77121 - Hispanic Council on Federal Employment

Federal Register 2010, 2011, 2012, 2013, 2014

2012-12-31

.... Reviewing leading practices in strategic human resources management planning; b. Providing advice on ways to... technical expertise regarding strategic human resources management planning and the merit systems principles... OFFICE OF PERSONNEL MANAGEMENT Hispanic Council on Federal Employment AGENCY: Office of Personnel...

Assessing strategic behaviour within the acute sector of the National Health Service.

PubMed

Chaston, I

1994-01-01

The creation of the internal market has merely been the latest progression in the change processes confronting the NHS over recent years as the UK Government searches for new ways of expanding patient output while concurrently restricting provision of additional financial resources. To assist in the implementation of change, acute sector providers have introduced managerial concepts from the private sector such as strategic planning. It is not clear, however, whether these techniques are appropriate or effective in the management of health-care services. A survey was undertaken to gain the perspectives of middle managers in acute units on the degree to which senior management involves them in determining performance goals and strategic plans. Results indicate that in most units, the orientation of senior management is to retain control over key issues associated with strategic planning and to minimize the degree to which the workforce is involved in any decision-making processes. Reviewing these results relative to the service-sector management theories concerning the options of industrializing or employee empowerment strategies indicates that senior management in the acute sector is operating a production-line service output philosophy. Although this orientation may meet the immediate needs of the UK Government, a review of how this strategic philosophy has severely weakened Western firms' position in world markets provides a basis for examining whether greater economic advantages might accrue to Britain by redirecting the management of change in the NHS towards a strategic philosophy based on employee empowerment.

Strategic Management of Human Capital in Education: Improving Instructional Practice and Student Learning in Schools

ERIC Educational Resources Information Center

Odden, Allan R.

2011-01-01

"Strategic Management of Human Capital in Education" offers a comprehensive and strategic approach to address what has become labeled as "talent and human capital." Grounded in extensive research and examples of leading edge districts, this book shows how the entire human resource system in schools--from recruitment, to selection/placement,…

Strategic planning applied to quality in asthma management for children.

PubMed

Goonan, K J; Healy, J M; Jordan, H S; Zazzali, J L; Horowitz, M

1993-01-01

This strategic plan translates the HCHP vision statement into a working plan for one major clinical condition--asthma in children. It is a working plan for clinicians and managers across specialties and levels. The results of the projects will improve in a measurable way significant clinical practice and outcomes, in keeping with the FY 1993 strategic goals.

Strategic planning in Brazilian protected areas: Uses and adjustments.

PubMed

Barreto, Cristiane Gomes; Drummond, José Augusto L

2017-09-15

Management plans for protected areas commonly use strategic planning tools in their drafting. It is proposed that the adequate use of the instruments of planning and management of protected areas can improve their strategic competitiveness, providing greater financial and administrative independence, enabling them to be economically sustainable organizations. This study evaluated the application of concepts and strategy formulation, strategy principles and competitiveness, organizational diagnosis, strategic maps, scenarios, and other strategic planning instruments used for conservation management in Brazil. 25 management plans of 25 different protected areas were selected and studied, with special attention to the indicators used in each plan. Results indicate that there is a high suitability for the application of SP tools to the universe of protected areas, although management plans did not take full advantage of these tools. We also found that the broader use of these tools did not guarantee greater managerial effectiveness. We suggest that other governance variables beyond planning strategies must be improved, to ensure a better performance of protected areas. Copyright © 2017 Elsevier Ltd. All rights reserved.

Managing Strategies for Higher Education Institutions in the UK: An Overview

ERIC Educational Resources Information Center

Ahmed, Jashim Uddin; Ahmed, Kamal Uddin; Shimul, Md. Anwar Sadat; Zuñiga, Roy

2015-01-01

This article deals with strategic management issues in the higher education sector in the UK. The core idea is presented here with the argument that the principle and practice of strategic management are not only the concerns of senior management, but also an essential requirement at all levels of management of higher education. It shows that…

Strategic performance in hospitals: the use of the balanced scorecard by nurse managers.

PubMed

Naranjo-Gil, David

2009-01-01

The competitive and dynamic health care sector has spurred hospitals into delivering greater flexibility and quality of services while cutting the hospital cost at the same time. However, hospitals differ in the extent to which they achieve these strategic goals. This article explores the use of a new management tool-the balanced scorecard-which facilitates managers to meet multiple strategic goals. It also analyzes how nurse managers use the balanced scorecard in an interactive or diagnostic way and its subsequent effect on strategic goal achievement (cost reduction and flexibility). It also examines how "balanced" is the balanced scorecard in terms of financial versus nonfinancial measures. Data were collected from a mail survey sent to 218 nurse managers in Spanish public hospitals. A satisfactory response rate was achieved, with 114 (52.29%) useful answered questionnaires. The results show that younger, more tenured, and clinically trained nurse managers would be more likely to use the balanced scorecard in an interactive way. Conversely, older, less tenured, and administratively trained managers would use it diagnostically. The results also indicate that the balanced scorecard facilitates the cost reduction and flexibility in hospitals only when it is used interactively. This article provides evidence that not only the technical design of the balanced scorecard matters, but also an appropriate use of the balanced scorecard is paramount for achievement of multiple strategic goals. An effective use of the balanced scorecard requires managers to actively stimulate dialogue and agreement among hospital's staff about desirable financial and nonfinancial performance measures in alignment with multiple strategic goals.

A strategic approach for managing conflict in hospitals: responding to the Joint Commission leadership standard, Part 1.

PubMed

Scott, Charity; Gerardi, Debra

2011-02-01

The Joint Commission's leadership standard for conflict management in hospitals, LD.02.04.01, states, "The hospital manages conflict between leadership groups to protect the quality and safety of care." This standard is one of numerous standards and alerts issued by The Joint Commission that address conflict and communication. They underscore the significant impact of relational dynamics on patient safety and quality of care and the critical need for a strategic approach to conflict in health care organizations. Whether leadership conflicts openly threaten a major disruption of hospital operations or whether unresolved conflicts lurk beneath the surface of daily interactions, unaddressed conflict can undermine a hospital's efforts to ensure safe, high-quality patient care. How leaders manage organizational conflict has a significant impact on achieving strategic objectives. Aligning conflict management approaches with quality and safety goals is the first step in adopting a strategic approach to conflict management. A strategic approach goes beyond reducing costs of litigation or improving grievance processes--it integrates a collaborative mind-set and individual conflict competency with nonadversarial processes. Conflict assessment should determine how conflicts are handled among the leaders at the hospital, the degree of conflict competence already present among the leaders, where the most significant conflicts occur, and how leaders think a conflict management system might work for them. Strategically aligning a conflict management approach that addresses conflict among leadership groups as a means of protecting the quality and safety of patient care is at the heart of LD.02.04.01.

Taking the pulse of strategic outsourcing relationships.

PubMed

Getz, Kenneth A; Lamberti, Mary Jo; Kaitin, Kenneth I

2014-10-01

Articles in peer-reviewed journals and the trade press presuppose that strategic outsourcing relationships have been formed to replace preexisting collaborative approaches with contract research organizations. They do not consider that large, fragmented pharmaceutical and biotechnology companies may be supporting competing and conflicting relationship models simultaneously. A recent Tufts Center for the Study of Drug Development study quantifies actual strategic outsourcing practices among drug development companies and sheds new light on why these relationships may be failing. Tufts Center for the Study of Drug Development conducted an in-depth assessment of 43 Phase II and III clinical studies completed since 2012 to examine the outsourcing relationships used by 9 major pharmaceutical and biotechnology companies to support key functional areas. Descriptive statistics were assessed and t tests were performed to characterize outsourcing practices by function and to determine differences in study performance between transactional and strategic outsourcing relationships. The results indicate that sponsor companies are using a variety of outsourcing relationship models to support their studies, mixing and matching the use of internal staff, and using traditional transactional and strategic outsourcing relationships simultaneously. Specifically, despite the fact that each sponsor company had entered into several strategic outsourcing relationships, in no instance did a single contract research organization manage all functional areas supporting an individual Phase II or III study. In addition, sponsor companies vary the types of outsourcing relationship models that they use on a study-by-study basis. The inability of pharmaceutical and biotechnology companies to consistently embrace and coordinate sourcing strategies is creating internal friction and inefficiency. As a result, the expected impact of strategic outsourcing relationships on drug development performance, quality, and cost remains elusive. Copyright © 2014. Published by Elsevier Inc.

Performance management of the public healthcare services in Ireland: a review.

PubMed

Mesabbah, Mohammed; Arisha, Amr

2016-01-01

Performance Management (PM) processes have become a potent part of strategic and service quality decisions in healthcare organisations. In 2005, the management of public healthcare in Ireland was amalgamated into a single integrated management body, named the Health Service Executive (HSE). Since then, the HSE has come up with a range of strategies for healthcare developments and reforms, and has developed a PM system as part of its strategic planning. The purpose of this paper is to review the application of PM in the Irish Healthcare system, with a particular focus on Irish Hospitals and Emergency Services. An extensive review of relevant HSE's publications from 2005 to 2013 is conducted. Studies of the relevant literature related to the application of PM and of international best practices in healthcare performance systems are also presented. PM and performance measurement systems used by the HSE include many performance reports designed to monitor performance trends and strategic goals. Issues in the current PM system include inconsistency of measures and performance reporting, unclear strategy alignment, and deficiencies in reporting (e.g. feedback and corrective actions). Furthermore, PM processes have not been linked adequately into Irish public hospitals' management systems. The HSE delivers several services such as mental health, social inclusion, etc. This study focuses on the HSE's PM framework, with a particular interest in acute hospitals and emergency services. This is the first comprehensive review of Irish healthcare PM since the introduction of the HSE. A critical analysis of the HSE reports identifies the shortcomings in its current PM system.

Strategic Issues in University Information Management

NASA Astrophysics Data System (ADS)

Roosendaal, Hans E.

This chapter represents a specific view on university management. It sequentially discusses different organizational levels of e-teaching, starting with general management, e-science developments and what this means to universities, and business models followed by focusing on specific teaching issues. The chapter sets out to discuss the development of the university from a loose federation of faculties into a more integrated university, such as, e.g., an entrepreneurial university. This development is also driven by the introduction of the bachelors/masters system - a process which leads to the need for an institutional strategy introducing institutional quality management and has to be accompanied by the independent accreditation of research and teaching. Applying the model of strategic positioning to the university as a whole leads to the introduction of the university entrepreneur. The model is used to describe structural issues and the relations between the primary processes of research and teaching with the secondary processes. e-science is introduced as a further step toward the universal sharing of scientific results and to analyze the kind of incentives that will be required to attain this goal of making information an even more integral part of the research and teaching process.

Sustainable development induction in organizations: a convergence analysis of ISO standards management tools' parameters.

PubMed

Merlin, Fabrício Kurman; Pereira, Vera Lúciaduarte do Valle; Pacheco, Waldemar

2012-01-01

Organizations are part of an environment in which they are pressured to meet society's demands and acting in a sustainable way. In an attempt to meet such demands, organizations make use of various management tools, among which, ISO standards are used. Although there are evidences of contributions provided by these standards, it is questionable whether its parameters converge for a possible induction for sustainable development in organizations. This work presents a theoretical study, designed on structuralism world view, descriptive and deductive method, which aims to analyze the convergence of management tools' parameters in ISO standards. In order to support the analysis, a generic framework for possible convergence was developed, based on systems approach, linking five ISO standards (ISO 9001, ISO 14001, OHSAS 18001, ISO 31000 and ISO 26000) with sustainable development and positioning them according to organization levels (strategic, tactical and operational). The structure was designed based on Brundtland report concept. The analysis was performed exploring the generic framework for possible convergence based on Nadler and Tushman model. The results found the standards can contribute to a possible sustainable development induction in organizations, as long as they meet certain minimum conditions related to its strategic alignment.

Strategic Planning for Information Resources Management.

ERIC Educational Resources Information Center

Penrod, James; Dolence, Michael

1987-01-01

In 1985, California State University/Los Angeles changed the management of its information resources by hiring a vice president for information resources management; reorganizing existing units into an IRM organization; engaging in a detailed, integrated, participative strategic planning process; and initiating several significant projects.…

The strategic use of outcome information.

PubMed

Thompson, D I; Sirio, C; Holt, P

2000-10-01

Most health care executives see outcome measurement as a technical or tactical matter rather than as a strategic tool. Accordingly, provider investment in outcome measurement and management is relatively small. Nevertheless, outcome information can be key to achieving an organization's strategic objectives. Advances in risk adjustment and improvements in technology for data collection and analysis have made outcome measurement a practical tool for individual hospital use. Strategically integrated outcome measurement efforts can give providers a competitive advantage over organizations that only use outcomes tactically. One of the best examples of an acute care provider that has used outcome information for strategic advantage is Intermountain Health Care (IHC; Salt Lake City). In 1997 IHC made clinical quality and outcomes the primary focus of its five-year strategic plan. To support the new strategy IHC's board of trustees approved the development of an outcome information system that generated data along clinical processes of care and the creation of a new management structure to use these data to hold professionals accountable and to set and achieve clinical improvement goals. From 1996 to 1999, IHC's share of the commercial health care market in Utah increased from roughly 50% to about 62% of the market, with the result that it has stopped actively marketing its services. Health care executives will not willingly invest in outcomes until they believe that they have business value. Therefore, making the business case for outcomes can help improve the quality of health care and the lives of individuals.

Strategic Planning: A Practical Primer for the Healthcare Provider: Part I.

PubMed

Baum, Neil; Brockmann, Erich N; Lacho, Kenneth J

2016-01-01

Entrepreneurs are known for opportunity recognition--that is, "How can I start a business to make money from this opportunity?" However, once a commercial entity is formed to take advantage of an opportunity, the leadership priority shifts from entrepreneurial to strategic. A strategic perspective leverages limited resources to position a business for future success relative to rivals in a competitive environment. Often, the talents needed for one priority are not the same as those needed for the other. This article, the first part of a two-part article, intends to simplify the transition from an entrepreneurial to a strategic focus. It walks an entrepreneur through the strategic management planning process using a fictional business. The various tasks in the process (i.e., mission, vision, internal analysis, external analysis) are illustrated with examples from a typical primary physician's private practice. The examples show how the strategic management tasks are interrelated and ultimately lead to a philosophical approach to managing a business.

Managing effectively in the downsized organization.

PubMed

Arnold, Edwin; Pulich, Marcia

2003-01-01

Many health care institutions have downsized in recent years for a variety of reasons including cost savings and the need to be proactive in restructuring the organization for more effective performance. In a downsized organization, top management must develop new strategies to enable line managers at all levels to operate effectively. New policies for human resource strategic planning, selective hiring, employee empowerment, training and development, reduction of status distinctions, sharing of appropriate information with employees, and paying for performance must be implemented.

IT Strategic Planning Workshops Develop Long-Term Goals | Poster

Cancer.gov

As part of NCI’s Research IT Strategic Planning efforts, a workshop was held on the NIH main campus in June. The main purpose of the workshop was to discuss ways to better integrate IT and informatics throughout NCI, and develop specific, high-level goals and related objectives that will drive the direction of IT and informatics support over the next five years. The initiative to integrate NCI’s IT and informatics is a collaboration between the Center for Biomedical Informatics and Information Technology (CBIIT), Office of Scientific Operations, Data Management Services, and the IT Operations Group.

Strategic Management: An Evaluation of the Use of Three Learning Methods.

ERIC Educational Resources Information Center

Jennings, David

2002-01-01

A study of 46 management students compared three methods for learning strategic management: cases, simulation, and action learning through consulting projects. Simulation was superior to action learning on all outcomes and equal or superior to cases on two. Simulation gave students a central role in management and greater control of the learning…

Compilation of Thesis Abstracts

DTIC Science & Technology

2005-09-01

Special Events Management in the Post-9/11 World...Information Sharing TOWARDS A STRATEGIC APPROACH TO SPECIAL EVENTS MANAGEMENT IN THE POST-9/11 WORLD G.B. Jones-Chief, FBI Special Events Management Unit...counterterrorism and law enforcement planning for major special events and identifies some of the strategic issues that have emerged in special events management

Management and Accounting in English Higher Education Influenced by Environmental and Academia-Specific Factors

ERIC Educational Resources Information Center

von Alberti-Alhtaybat, Larissa; Al-Htaybat, Khaldoon; Hutaibat, Khaled

2012-01-01

This article originates from a longitudinal study of management and accounting practices in the English higher education sector. The processes of strategic management and strategic management accounting in several English higher education institutions were investigated, from planning to assessment, and their meaning to members of staff. The study…

Army Transformation in the Age of Globalization - Implementing Directed Change with Strategic Management Design (SMD): An Analysis Based on the Army Staff in the German Ministry of Defense

DTIC Science & Technology

2008-05-01

researched and tested in the U.S. Army during the Unified Quest exercise series, design of military campaigns occurs in the complex globalized environment...Army Transformation in the Age of Globalization – Implementing Directed Change with Strategic Management Design (SMD) An Analysis based on the...the Age of globalization – Implementing Direction Change with Strategic Management Design (SMD). 5c. PROGRAM ELEMENT NUMBER 5d. PROJECT NUMBER

CVE and the Corporate Market: A Case Study of the Experience of Warwick Business School.

ERIC Educational Resources Information Center

Antonazzi, Leoni

1998-01-01

Reviews the promotion and practice of continuing vocational education (CVE) at Warwick Business School (United Kingdom) for executives within the corporate sector. Highlights include relationship management, brand building, an MBA (Masters in Business Education) refresher course, a strategic management refresher course, and future developments.…

75 FR 61843 - Funding Opportunity Title: Notice of Funds Availability (NOFA) Inviting Applications for the...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-10-06

... management skill-building (including administrative funds used to carry out Development Services). (iv) Loan... organization's strategic direction, mission, or business operation and, thereby, its status as a Certified CDFI... Controlled by the Applicant, or shares common management officials with the Applicant as determined by the...

LANDFIRE

USGS Publications Warehouse

Zahn, Stephen G.

2015-07-13

LANDFIRE data products are primarily designed and developed to be used at the landscape level to facilitate national and regional strategic planning and reporting of wild land fire and other natural resource management activities. However, LANDFIRE’s spatially comprehensive dataset can also be adapted to support a variety of local management applications that need current and comprehensive geospatial data.

Change Management and the SENCo Role: Developing Key Performance Indicators of Inclusivity

ERIC Educational Resources Information Center

Done, Elizabeth; Murphy, Mike; Bedford, Clare

2016-01-01

This article highlights the changing role of special educational needs co-ordinators (SENCos) in England. SENCos are now required to manage change strategically and deliver inclusive school cultures. A school-based evaluative study undertaken by a teacher who is studying for the postgraduate National Award for SEN Co-ordination (NASENCO) for…

Introducing the Intellectual Capital Interplay Model: Advancing Knowledge Frameworks in the Not-for-Profit Environment of Higher Education

ERIC Educational Resources Information Center

Helm-Stevens, Roxanne; Brown, Kneeland C.; Russell, Julia K.

2011-01-01

Knowledge management has the potential to develop strategic advantage and enhance the performance of an organization in terms of productivity and business process efficiency. For this reason, organizations are contributing significant resources to knowledge management; investing in information location and implementing knowledge management…

Strategy Maps in University Management: A Comparative Study

ERIC Educational Resources Information Center

Han, Shuangmiao; Zhong, Zhou

2015-01-01

In this study, the conceptual use of the strategy map approach and the strategy map which it produces have been adapted from the business sector and introduced as tools for achieving more effective strategic planning and management in higher education institutions (HEIs). This study discusses the development of strategy maps as transformational…

Soft-Systems Methodology. Mendip Papers.

ERIC Educational Resources Information Center

Kowszun, J.

This paper provides an introduction to a particular systems-theoretical approach to problem-solving in the management of education usually referred to as soft-systems methodology (SSM), developed by Peter Checkland in the 1970s. SSM should provide a powerful tool for managers in education at any level who have a strategic role because it can be…

Strategising as a Complex Responsive Leadership Process

ERIC Educational Resources Information Center

Groot, Nol; Homan, Thijs H.

2012-01-01

This paper, based on a narrative of one of the authors, explores management reality where a chosen strategy developed into a different direction than expected. The authors offer an insight in a manager's daily struggle, where power, gossip and conflict can influence the strategising process. The plans and strategic ambitions chosen at the outset…

7 CFR 63.110 - Powers and duties of the Board.

Code of Federal Regulations, 2011 CFR

2011-01-01

... management of the NSIIC shall be vested in the Board of Directors. The Board shall have the following powers... entity in accordance with the strategic plan; (d) Develop and establish a budget plan and long-term... for the proper management and functioning of the NSIIC; (f) Provide a system of organization to fix...

Cholera management and prevention at Hôpital Albert Schweitzer, Haiti.

PubMed

Ernst, Silvia; Weinrobe, Carolyn; Bien-Aime, Charbel; Rawson, Ian

2011-11-01

In October 2010, Hopital Albert Schweitzer Haiti treated some of the first patients with cholera in Haiti. Over the following 10 months, a strategic plan was developed and implemented to improve the management of cases at the hospital level and to address the underlying risk factors at the community level.

A concept for performance management for Federal science programs

USGS Publications Warehouse

Whalen, Kevin G.

2017-11-06

The demonstration of clear linkages between planning, funding, outcomes, and performance management has created unique challenges for U.S. Federal science programs. An approach is presented here that characterizes science program strategic objectives by one of five “activity types”: (1) knowledge discovery, (2) knowledge development and delivery, (3) science support, (4) inventory and monitoring, and (5) knowledge synthesis and assessment. The activity types relate to performance measurement tools for tracking outcomes of research funded under the objective. The result is a multi-time scale, integrated performance measure that tracks individual performance metrics synthetically while also measuring progress toward long-term outcomes. Tracking performance on individual metrics provides explicit linkages to root causes of potentially suboptimal performance and captures both internal and external program drivers, such as customer relations and science support for managers. Functionally connecting strategic planning objectives with performance measurement tools is a practical approach for publicly funded science agencies that links planning, outcomes, and performance management—an enterprise that has created unique challenges for public-sector research and development programs.

Governance and Risk Management of Network and Information Security: The Role of Public Private Partnerships in Managing the Existing and Emerging Risks

NASA Astrophysics Data System (ADS)

Navare, Jyoti; Gemikonakli, Orhan

Globalisation and new technology has opened the gates to more security risks. As the strategic importance of communication networks and information increased, threats to the security and safety of communication infrastructures, as well as information stored in and/or transmitted increased significantly. The development of the self replicating programmes has become a nightmare for Internet users. Leading companies, strategic organisations were not immune to attacks; they were also "hacked" and overtaken by intruders. Incidents of recent years have also shown that national/regional crisis may also trigger cyber attacks at large scale. Experts forecast that cyber wars are likely to take the stage as tension mounts between developed societies. New risks such as cyber-attacks, network terrorism and disintegration of traditional infrastructures has somewhat blurred the boundaries of operation and control. This paper seeks to consider the risk management and governance and looking more specifically at implications for emerging economies.

Incorporating genetic sampling in long-term monitoring and adaptive management in the San Diego County Management Strategic Plan Area, Southern California

USGS Publications Warehouse

Vandergast, Amy G.

2017-06-02

Habitat and species conservation plans usually rely on monitoring to assess progress towards conservation goals. Southern California, USA, is a hotspot of biodiversity and home to many federally endangered and threatened species. Here, several regional multi-species conservation plans have been implemented to balance development and conservation goals, including in San Diego County. In the San Diego County Management Strategic Plan Area (MSPA), a monitoring framework for the preserve system has been developed with a focus on species monitoring, vegetation monitoring, threats monitoring and abiotic monitoring. Genetic sampling over time (genetic monitoring) has proven useful in gathering species presence and abundance data and detecting population trends, particularly related to species and threats monitoring objectives. This report reviews genetic concepts and techniques of genetics that relate to monitoring goals and outlines components of a genetic monitoring scheme that could be applied in San Diego or in other monitoring frameworks throughout the Nation.

7 CFR 25.401 - Responsibility of lead managing entity.

Code of Federal Regulations, 2011 CFR

2011-01-01

... lead managing entity will be responsible for strategic plan program activities and monitoring the fiscal management of the funds of the Empowerment Zone or Enterprise Community. (b) Reporting. The lead.... All entities with significant involvement in implementing the strategic plan shall cooperate with the...

7 CFR 25.401 - Responsibility of lead managing entity.

Code of Federal Regulations, 2010 CFR

2010-01-01

... lead managing entity will be responsible for strategic plan program activities and monitoring the fiscal management of the funds of the Empowerment Zone or Enterprise Community. (b) Reporting. The lead.... All entities with significant involvement in implementing the strategic plan shall cooperate with the...

Strategic Energy Management Plan for the Santa Ynez Band of Chumash Indians

DOE Office of Scientific and Technical Information (OSTI.GOV)

Davenport, Lars; Smythe, Louisa; Sarquilla, Lindsey

2015-03-27

This plan outlines the Santa Ynez Band of Chumash Indians’ comprehensive energy management strategy including an assessment of current practices, a commitment to improving energy performance and reducing overall energy use, and recommended actions to achieve these goals. Vision Statement The primary objective of the Strategic Energy Management Plan is to implement energy efficiency, energy security, conservation, education, and renewable energy projects that align with the economic goals and cultural values of the community to improve the health and welfare of the tribe. The intended outcomes of implementing the energy plan include job creation, capacity building, and reduced energy costsmore » for tribal community members, and tribal operations. By encouraging energy independence and local power production the plan will promote self-sufficiency. Mission & Objectives The Strategic Energy Plan will provide information and suggestions to guide tribal decision-making and provide a foundation for effective management of energy resources within the Santa Ynez Band of Chumash Indians (SYBCI) community. The objectives of developing this plan include; Assess current energy demand and costs of all tribal enterprises, offices, and facilities; Provide a baseline assessment of the SYBCI’s energy resources so that future progress can be clearly and consistently measured, and current usage better understood; Project future energy demand; Establish a system for centralized, ongoing tracking and analysis of tribal energy data that is applicable across sectors, facilities, and activities; Develop a unifying vision that is consistent with the tribe’s long-term cultural, social, environmental, and economic goals; Identify and evaluate the potential of opportunities for development of long-term, cost effective energy sources, such as renewable energy, energy efficiency and conservation, and other feasible supply- and demand-side options; and Build the SYBCI’s capacity for understanding, managing, and developing energy resources by identifying training, distribution of information materials, and community meeting needs and opportunities« less

New Tools, New Times: Strategic Planning. A Seminar Focusing on Proactive Management Techniques (Chapel Hill, North Carolina, June 17-19, 1991).

ERIC Educational Resources Information Center

Morrison, James L.; Ashley, William C.

This handbook was designed to accompany a three-day workshop for senior administrators in higher education on proactive management techniques in higher education. Proactive management allows for anticipating change and managing uncertainty in place of crisis management or reactive actions. The workshop covered: (1) strategic thinking; (2)…

Power, politics, and top management team characteristics: do they matter?

PubMed

Gerowitz, M B

1998-01-01

This study assesses the contributions of the leader power and top management team characteristics to perceived strategic capability. Low age heterogeneity and low tenure heterogeneity were found to have a positive association with perceived adaptability. High diversity in educational specialization was also found to be positively associated with adaptability. Top management perceptions of CEO power were, however, lower among high adaptors. Implications for leadership research, senior management recruitment, and the design of management development for top management teams are discussed.

Organizational Influences on the University Electronic Library.

ERIC Educational Resources Information Center

Davies, Clare

1997-01-01

Reviews the literature on the development of full-text electronic libraries in the academic setting. Organizational factors can have impact on electronic library development and ultimate usability. Topics include strategic management, planning and implementation; system specification and design; document provision; user support and training; and…

Strategic Employee Development (SED) Program

NASA Technical Reports Server (NTRS)

Nguyen, Johnny; Guevara (Castano), Nathalie; Thorpe, Barbara; Barnett, Rebecca

2017-01-01

As with many other U.S. agencies, succession planning is becoming a critical need for NASA. The primary drivers include (a) NASAs higher-than-average aged workforce with approximately 50 of employees eligible for retirement within 5 years; and (b) employees who need better developmental conversations to increase morale and retention. This problem is particularly concerning for Safety Mission Assurance (SMA) organizations since they traditionally rely on more experienced engineers and specialists to perform their organizations functions.In response to this challenge, the Kennedy Space Center (KSC) SMA organization created the Strategic Employee Development (SED) program. The SED programs goal is to provide a proactive method to counter the primary drivers by creating a deeper bench strength and providing a more comprehensive developmental feedback experience for the employee. The SED is a new succession planning framework that enables customization to any organization, and in this case, specifically for an SMA organization. This is accomplished via the identification of key positions, the corresponding critical competencies, and a process to help managers have relevant and meaningful development conversations with the workforce. As a result of the SED, several tools and products were created that allows management to make better strategic workforce decisions. Although there are opportunities for improvement for the SED program, the most important impact has been on the quality of developmental discussions for employees.

A strategic approach to public health workforce development and capacity building.

PubMed

Dean, Hazel D; Myles, Ranell L; Spears-Jones, Crystal; Bishop-Cline, Audriene; Fenton, Kevin A

2014-11-01

In February 2010, CDC's National Center for HIV/AIDS, Viral Hepatitis, Sexually Transmitted Disease (STD), and Tuberculosis (TB) Prevention (NCHHSTP) formally institutionalized workforce development and capacity building (WDCB) as one of six overarching goals in its 2010-2015 Strategic Plan. Annually, workforce team members finalize an action plan that lays the foundation for programs to be implemented for NCHHSTP's workforce that year. This paper describes selected WDCB programs implemented by NCHHSTP during the last 4 years in the three strategic goal areas: (1) attracting, recruiting, and retaining a diverse and sustainable workforce; (2) providing staff with development opportunities to ensure the effective and innovative delivery of NCHHSTP programs; and (3) continuously recognizing performance and achievements of staff and creating an atmosphere that promotes a healthy work-life balance. Programs have included but are not limited to an Ambassador Program for new hires, career development training for all staff, leadership and coaching for mid-level managers, and a Laboratory Workforce Development Initiative for laboratory scientists. Additionally, the paper discusses three overarching areas-employee communication, evaluation and continuous review to guide program development, and the implementation of key organizational and leadership structures to ensure accountability and continuity of programs. Since 2010, many lessons have been learned regarding strategic approaches to scaling up organization-wide public health workforce development and capacity building. Perhaps the most important is the value of ensuring the high-level strategic prioritization of this issue, demonstrating to staff and partners the importance of this imperative in achieving NCHHSTP's mission. Published by Elsevier Inc.

Kentucky's highway incident management strategic plan.

DOT National Transportation Integrated Search

2005-06-01

Kentucky s Highway Incident Management Strategic Plan consists of a mission statement, 4 goals, 16 objectives, and 49 action strategies. The action strategies are arranged by priority and recommended time frame for implementation. When implemented...

Comparison of the NCRA and NAACCR Strategic Management Plans.

PubMed

Menck, Herman R

2012-01-01

The Strategic Management Plans of the National Cancer Registrars Association (NCRA) and the North American Association of Central Cancer Registries (NAACCR) were compared, and differences noted. No uncovered subject areas were found.

Social Networking as a Strategic Tool in the Management of School-Based Violence

ERIC Educational Resources Information Center

Eke, Chidi Idi; Singh, Shakila

2018-01-01

School-based violence is serious, and on the rise in South African schools. The violence affects learners, teachers, communities and the management of schools. Towards finding possible ways to manage school violence, this article presents social networking as a strategic tool in the management of school-based violence in high schools, based on the…

Introducing Systems Approaches

NASA Astrophysics Data System (ADS)

Reynolds, Martin; Holwell, Sue

Systems Approaches to Managing Change brings together five systems approaches to managing complex issues, each having a proven track record of over 25 years. The five approaches are: System Dynamics (SD) developed originally in the late 1950s by Jay Forrester Viable Systems Model (VSM) developed originally in the late 1960s by Stafford Beer Strategic Options Development and Analysis (SODA: with cognitive mapping) developed originally in the 1970s by Colin Eden Soft Systems Methodology (SSM) developed originally in the 1970s by Peter Checkland Critical Systems Heuristics (CSH) developed originally in the late 1970s by Werner Ulrich

Strategic Plan for the Spanish Academy of Dermatology and Venerology (AEDV): FuturAEDV 2013-2017.

PubMed

Ribera Pibernat, M; Moreno Jiménez, J C; Valcuende Cavero, F; Soto de Delás, J; Vázquez Veiga, H; Lázaro Ochaíta, P; Giménez Arnau, A

2014-09-01

The Spanish Academy of Dermatology and Venereology (AEDV) has decided that a Strategic Plan is needed to help the association adapt to new circumstances and anticipate future developments. 1) To position the AEDV as a medical association that can exert an influence in everything related to dermatology. 2) To contribute to the development of the specialty, strengthening the prestige and reputation of dermatology and dermatologists. 3) To establish a model for operating and strategic thinking that can be handed on to successive Boards of Directors and will enable the Academy to identify future challenges. The approach used to develop the Strategic Plan was as follows: analysis of trends in the health care system; assessment of the current situation of AEDV and of dermatology in general through an internal analysis based on surveys and interviews with academics; analysis of strengths, weaknesses, opportunities, and threats; preparation of a mission statement; and identification, development, and implementation of a strategy map prioritizing strategic lines of action. The strategy map set out 16 general goals grouped into 4 main topics (achieving the vision, internal and external customers, internal processes, and innovation) and detailed in an action plan with 19 initiatives, each with specific actions. The plan will be monitored by the Strategic Plan Monitoring Committee, which is made up of the members of the Standing Committee and the chairs of the 9 Technical Committees responsible for implementing the initiatives. The Functional Plan should guide the management of AEDV until 2017, and its implementation will enable the association to contribute to the development and prestige of the specialty and position itself as a reference in terms of its functional model. Copyright © 2014 Elsevier España, S.L.U. y AEDV. All rights reserved.

Geospatial Technology Strategic Plan 1997-2000

USGS Publications Warehouse

D'Erchia, Frank; D'Erchia, Terry D.; Getter, James; McNiff, Marcia; Root, Ralph; Stitt, Susan; White, Barbara

1997-01-01

Executive Summary -- Geospatial technology applications have been identified in many U.S. Geological Survey Biological Resources Division (BRD) proposals for grants awarded through internal and partnership programs. Because geospatial data and tools have become more sophisticated, accessible, and easy to use, BRD scientists frequently are using these tools and capabilities to enhance a broad spectrum of research activities. Bruce Babbitt, Secretary of the Interior, has acknowledged--and lauded--the important role of geospatial technology in natural resources management. In his keynote address to more than 5,500 people representing 87 countries at the Environmental Systems Research Institute Annual Conference (May 21, 1996), Secretary Babbitt stated, '. . .GIS [geographic information systems], if properly used, can provide a lot more than sets of data. Used effectively, it can help stakeholders to bring consensus out of conflict. And it can, by providing information, empower the participants to find new solutions to their problems.' This Geospatial Technology Strategic Plan addresses the use and application of geographic information systems, remote sensing, satellite positioning systems, image processing, and telemetry; describes methods of meeting national plans relating to geospatial data development, management, and serving; and provides guidance for sharing expertise and information. Goals are identified along with guidelines that focus on data sharing, training, and technology transfer. To measure success, critical performance indicators are included. The ability of the BRD to use and apply geospatial technology across all disciplines will greatly depend upon its success in transferring the technology to field biologists and researchers. The Geospatial Technology Strategic Planning Development Team coordinated and produced this document in the spirit of this premise. Individual Center and Program managers have the responsibility to implement the Strategic Plan by working within the policy and guidelines stated herein.

Annual Plan - Fiscal Year 2009

EPA Pesticide Factsheets

Includes Strategic Plan Update and Draft Plans for Oversight of the American Recovery and Reinvestment Act of 2009 Based Upon the Enterprise Risk Management Integrated Framework Model Developed by the Committee of Sponsoring Orgs of the Treadway Commission

Verification of a quality management theory: using a delphi study.

PubMed

Mosadeghrad, Ali Mohammad

2013-11-01

A model of quality management called Strategic Collaborative Quality Management (SCQM) model was developed based on the quality management literature review, the findings of a survey on quality management assessment in healthcare organisations, semi-structured interviews with healthcare stakeholders, and a Delphi study on healthcare quality management experts. The purpose of this study was to verify the SCQM model. The proposed model was further developed using feedback from thirty quality management experts using a Delphi method. Further, a guidebook for its implementation was prepared including a road map and performance measurement. The research led to the development of a context-specific model of quality management for healthcare organisations and a series of guidelines for its implementation. A proper model of quality management should be developed and implemented properly in healthcare organisations to achieve business excellence.

Verification of a Quality Management Theory: Using a Delphi Study

PubMed Central

Mosadeghrad, Ali Mohammad

2013-01-01

Background: A model of quality management called Strategic Collaborative Quality Management (SCQM) model was developed based on the quality management literature review, the findings of a survey on quality management assessment in healthcare organisations, semi-structured interviews with healthcare stakeholders, and a Delphi study on healthcare quality management experts. The purpose of this study was to verify the SCQM model. Methods: The proposed model was further developed using feedback from thirty quality management experts using a Delphi method. Further, a guidebook for its implementation was prepared including a road map and performance measurement. Results: The research led to the development of a context-specific model of quality management for healthcare organisations and a series of guidelines for its implementation. Conclusion: A proper model of quality management should be developed and implemented properly in healthcare organisations to achieve business excellence. PMID:24596883

The Strategic Planning (SWOT) Analysis Outcomes and Suggestions according to the Students and the Lecturers within the Distance Education System

ERIC Educational Resources Information Center

Yelken, Tugba Yanpar; Kilic, Figen; Ozdemir, Caner

2012-01-01

In recent years, strategic planning has become one of the subjects that many institutions work on to ensure the institutions' appropriate management based on realistic results. Therefore, this planning has to be taken into account and should provide planning direction on the bases of its results. Basically, the manager of strategic planning,…

Toward a Theory of Strategic Communication: A Relationship Management Approach

DTIC Science & Technology

2012-03-22

Washington, DC: U.S. Department of Defense, Aug. 15, 2009), 5. 31 Ibid. 32 Ibid., 6. 33 Ibid. 34 Severin Peters, Strategic Communication for Crisis ...Relations, ed. Robert L. Heath (Thousand Oaks, CA: Sage Publications, 2001), 128. 76 W. Timothy Coombs , “Interpersonal Communication and Public Relations...Toward a Theory of Strategic Communication : A Relationship Management Approach by Lieutenant Colonel Cheryl D. Phillips

Mapping the Strategic Thinking of Public Relations Managers in a Crisis Situation: An Illustrative Example Using Conjoint Analysis.

ERIC Educational Resources Information Center

Bronn, Peggy Simcic; Olson, Erik L.

1999-01-01

Illustrates the operationalization of the conjoint analysis multivariate technique for the study of the public relations function within strategic decision making in a crisis situation. Finds that what the theory describes as the strategic way of handling a crisis is also the way each of the managers who were evaluated would prefer to conduct…

The Strategic Attitude: Integrating Strategic Planning into Daily University Worklife

ERIC Educational Resources Information Center

Dickmeyer, Nathan

2004-01-01

Chief financial officers in today's universities are so busy with the challenges of day-to-day management that strategic thinking often takes a back seat. Planning for strategic change can go a long way toward streamlining the very daily tasks that obscure the "big picture." Learning how to integrate strategic thinking into day-to-day management…

Strategic Planning, Management and Decision Making. AAHE-ERIC/Higher Education Research Report No. 9, 1981.

ERIC Educational Resources Information Center

Cope, Robert G.

Recent applications of the strategic planning approach in colleges and universities and techniques necessary for its application are reviewed. In addition, the intellectual roots of strategic planning are traced, and strategic planning is defined and contrasted with long-range planning. It is suggested that strategic planning addresses the total…

Development of a shared vision for groundwater management to protect and sustain baseflows of the Upper San Pedro River, Arizona, USA

USGS Publications Warehouse

Richter, Holly E.; Gungle, Bruce; Lacher, Laurel J.; Turner, Dale S.; Bushman, Brooke M.

2014-01-01

Groundwater pumping along portions of the binational San Pedro River has depleted aquifer storage that supports baseflow in the San Pedro River. A consortium of 23 agencies, business interests, and non-governmental organizations pooled their collective resources to develop the scientific understanding and technical tools required to optimize the management of this complex, interconnected groundwater-surface water system. A paradigm shift occurred as stakeholders first collaboratively developed, and then later applied, several key hydrologic simulation and monitoring tools. Water resources planning and management transitioned from a traditional water budget-based approach to a more strategic and spatially-explicit optimization process. After groundwater modeling results suggested that strategic near-stream recharge could reasonably sustain baseflows at or above 2003 levels until the year 2100, even in the presence of continued groundwater development, a group of collaborators worked for four years to acquire 2250 hectares of land in key locations along 34 kilometers of the river specifically for this purpose. These actions reflect an evolved common vision that considers the multiple water demands of both humans and the riparian ecosystem associated with the San Pedro River.

Strategic planning in an academic radiation medicine program.

PubMed

Hamilton, J L; Foxcroft, S; Moyo, E; Cooke-Lauder, J; Spence, T; Zahedi, P; Bezjak, A; Jaffray, D; Lam, C; Létourneau, D; Milosevic, M; Tsang, R; Wong, R; Liu, F F

2017-12-01

In this paper, we report on the process of strategic planning in the Radiation Medicine Program (rmp) at the Princess Margaret Cancer Centre. The rmp conducted a strategic planning exercise to ensure that program priorities reflect the current health care environment, enable nimble responses to the increasing burden of cancer, and guide program operations until 2020. Data collection was guided by a project charter that outlined the project goal and the roles and responsibilities of all participants. The process was managed by a multidisciplinary steering committee under the guidance of an external consultant and consisted of reviewing strategic planning documents from close collaborators and institutional partners, conducting interviews with key stakeholders, deploying a program-wide survey, facilitating an anonymous and confidential e-mail feedback box, and collecting information from group deliberations. The process of strategic planning took place from December 2014 to December 2015. Mission and vision statements were developed, and core values were defined. A final document, Strategic Roadmap to 2020, was established to guide programmatic pursuits during the ensuing 5 years, and an implementation plan was developed to guide the first year of operations. The strategic planning process provided an opportunity to mobilize staff talents and identify environmental opportunities, and helped to enable more effective use of resources in a rapidly changing health care environment. The process was valuable in allowing staff to consider and discuss the future, and in identifying strategic issues of the greatest importance to the program. Academic programs with similar mandates might find our report useful in guiding similar processes in their own organizations.

Strategic planning in an academic radiation medicine program

PubMed Central

Hamilton, J.L.; Foxcroft, S.; Moyo, E.; Cooke-Lauder, J.; Spence, T.; Zahedi, P.; Bezjak, A.; Jaffray, D.; Lam, C.; Létourneau, D.; Milosevic, M.; Tsang, R.; Wong, R.; Liu, F.F.

2017-01-01

Background In this paper, we report on the process of strategic planning in the Radiation Medicine Program (rmp) at the Princess Margaret Cancer Centre. The rmp conducted a strategic planning exercise to ensure that program priorities reflect the current health care environment, enable nimble responses to the increasing burden of cancer, and guide program operations until 2020. Methods Data collection was guided by a project charter that outlined the project goal and the roles and responsibilities of all participants. The process was managed by a multidisciplinary steering committee under the guidance of an external consultant and consisted of reviewing strategic planning documents from close collaborators and institutional partners, conducting interviews with key stakeholders, deploying a program-wide survey, facilitating an anonymous and confidential e-mail feedback box, and collecting information from group deliberations. Results The process of strategic planning took place from December 2014 to December 2015. Mission and vision statements were developed, and core values were defined. A final document, Strategic Roadmap to 2020, was established to guide programmatic pursuits during the ensuing 5 years, and an implementation plan was developed to guide the first year of operations. Conclusions The strategic planning process provided an opportunity to mobilize staff talents and identify environmental opportunities, and helped to enable more effective use of resources in a rapidly changing health care environment. The process was valuable in allowing staff to consider and discuss the future, and in identifying strategic issues of the greatest importance to the program. Academic programs with similar mandates might find our report useful in guiding similar processes in their own organizations. PMID:29270061

Hospital boards and hospital strategic focus: the impact of board involvement in strategic decision making.

PubMed

Ford-Eickhoff, Karen; Plowman, Donde Ashmos; McDaniel, Reuben R

2011-01-01

Despite pressures to change the role of hospital boards, hospitals have made few changes in board composition or director selection criteria. Hospital boards have often continued to operate in their traditional roles as either "monitors" or "advisors." More attention to the direct involvement of hospital boards in the strategic decision-making process of the organizations they serve, the timing and circumstances under which board involvement occurs, and the board composition that enhances their abilities to participate fully is needed. We investigated the relationship between broader expertise among hospital board members, board involvement in the stages of strategic decision making, and the hospital's strategic focus. We surveyed top management team members of 72 nonacademic hospitals to explore the participation of critical stakeholder groups such as the board of directors in the strategic decision-making process. We used hierarchical regression analysis to explore our hypotheses that there is a relationship between both the nature and involvement of the board and the hospital's strategic orientation. Hospitals with broader expertise on their boards reported an external focus. For some of their externally-oriented goals, hospitals also reported that their boards were involved earlier in the stages of decision making. In light of the complex and dynamic environment of hospitals today, those charged with developing hospital boards should match the variety in the external issues that the hospital faces with more variety in board makeup. By developing a board with greater breadth of expertise, the hospital responds to its complex environment by absorbing that complexity, enabling a greater potential for sensemaking and learning. Rather than acting only as monitors and advisors, boards impact their hospitals' strategic focus through their participation in the strategic decision-making process.

A strategic approach for Water Safety Plans implementation in Portugal.

PubMed

Vieira, Jose M P

2011-03-01

Effective risk assessment and risk management approaches in public drinking water systems can benefit from a systematic process for hazards identification and effective management control based on the Water Safety Plan (WSP) concept. Good results from WSP development and implementation in a small number of Portuguese water utilities have shown that a more ambitious nationwide strategic approach to disseminate this methodology is needed. However, the establishment of strategic frameworks for systematic and organic scaling-up of WSP implementation at a national level requires major constraints to be overcome: lack of legislation and policies and the need for appropriate monitoring tools. This study presents a framework to inform future policy making by understanding the key constraints and needs related to institutional, organizational and research issues for WSP development and implementation in Portugal. This methodological contribution for WSP implementation can be replicated at a global scale. National health authorities and the Regulator may promote changes in legislation and policies. Independent global monitoring and benchmarking are adequate tools for measuring the progress over time and for comparing the performance of water utilities. Water utilities self-assessment must include performance improvement, operational monitoring and verification. Research and education and resources dissemination ensure knowledge acquisition and transfer.

Biological and chemical terrorism: strategic plan for preparedness and response. Recommendations of the CDC Strategic Planning Workgroup.

PubMed

2000-04-21

The U.S. national civilian vulnerability to the deliberate use of biological and chemical agents has been highlighted by recognition of substantial biological weapons development programs and arsenals in foreign countries, attempts to acquire or possess biological agents by militants, and high-profile terrorist attacks. Evaluation of this vulnerability has focused on the role public health will have detecting and managing the probable covert biological terrorist incident with the realization that the U.S. local, state, and federal infrastructure is already strained as a result of other important public health problems. In partnership with representatives for local and state health departments, other federal agencies, and medical and public health professional associations, CDC has developed a strategic plan to address the deliberate dissemination of biological or chemical agents. The plan contains recommendations to reduce U.S. vulnerability to biological and chemical terrorism--preparedness planning, detection and surveillance, laboratory analysis, emergency response, and communication systems. Training and research are integral components for achieving these recommendations. Success of the plan hinges on strengthening the relationships between medical and public health professionals and on building new partnerships with emergency management, the military, and law enforcement professionals.

EPA U.S. NATIONAL MARKAL DATABASE: DATABASE DOCUMENTATION

EPA Science Inventory

This document describes in detail the U.S. Energy System database developed by EPA's Integrated Strategic Assessment Work Group for use with the MARKAL model. The group is part of the Office of Research and Development and is located in the National Risk Management Research Labor...

Strategic planning for aircraft noise route impact analysis: A three dimensional approach

NASA Technical Reports Server (NTRS)

Bragdon, C. R.; Rowan, M. J.; Ahuja, K. K.

1993-01-01

The strategic routing of aircraft through navigable and controlled airspace to minimize adverse noise impact over sensitive areas is critical in the proper management and planning of the U.S. based airport system. A major objective of this phase of research is to identify, inventory, characterize, and analyze the various environmental, land planning, and regulatory data bases, along with potential three dimensional software and hardware systems that can be potentially applied for an impact assessment of any existing or planned air route. There are eight data bases that have to be assembled and developed in order to develop three dimensional aircraft route impact methodology. These data bases which cover geographical information systems, sound metrics, land use, airspace operational control measures, federal regulations and advisories, census data, and environmental attributes have been examined and aggregated. A three dimensional format is necessary for planning, analyzing space and possible noise impact, and formulating potential resolutions. The need to develop this three dimensional approach is essential due to the finite capacity of airspace for managing and planning a route system, including airport facilities. It appears that these data bases can be integrated effectively into a strategic aircraft noise routing system which should be developed as soon as possible, as part of a proactive plan applied to our FAA controlled navigable airspace for the United States.

Essentials of Risk Management. Strategic Decisions. Board Basics.

ERIC Educational Resources Information Center

Sonenstein, Burton; Kumin, Laura A.

1998-01-01

This booklet, intended for trustees of institutions of higher education, offers some instruction on the principles of risk management. Introductory information provides a definition of risk management, which is seen as a planning and strategic function, not solely as a financial or safety assessment. Individual sections then address the following…

Between Good Intentions and Urgent Stakeholder Pressures: Institutionalizing the Universities' Third Mission in the Swedish Context

ERIC Educational Resources Information Center

Benneworth, Paul; de Boer, Harry; Jongbloed, Ben

2015-01-01

There is a widespread recognition across Europe, amongst policy-makers, university managers and scholars, that universities' societal roles (the "third mission") are increasingly important. As universities become increasingly strategically managed, it is perhaps unsurprising that attention has turned towards the strategic management of…

Leading an Effective Improvement and Development Programme for Children's Centres

ERIC Educational Resources Information Center

Weston, Gill; Tyler, Mary

2015-01-01

This article reviews the process and achievements of leadership of an improvement and development programme for children's centres in the context of public value and Ofsted inspection. It analyses how the capacity has been developed of children's centre managers to work more strategically and collectively. Distributed leadership theory is applied…

Towards integrated crisis support of regional emergency networks.

PubMed

Caro, D H

1999-01-01

Emergency and crisis management pose multidimensional information systems challenges for communities across North America. In the quest to reduce mortality and morbidity risks and to increase the level of crisis preparedness, regional emergency management networks have evolved. Integrated Crisis Support Systems (ICSS) are enabling information technologies that assist emergency managers by enhancing the ability to strategically manage and control these regional emergency networks efficiently and effectively. This article underscores the ICCS development, control and leadership issues and their promising implications for regional emergency management networks.

Managing Information Technology as a Catalyst of Change. Track V: Optimizing the Infrastructure.

ERIC Educational Resources Information Center

CAUSE, Boulder, CO.

This track of the 1993 CAUSE Conference presents eight papers on developments in computer network infrastructure and the challenges for those who plan for, implement, and manage it in colleges and universities. Papers include: (1) "Where Do We Go from Here: Summative Assessment of a Five-Year Strategic Plan for Linking and Integrating…

The historical significance of oak

Treesearch

J. V. Thirgood

1971-01-01

A brief history of the importance of oak in Europe, contrasting the methods used in France and Britain to propagate the species and manage the forests for continued productivity. The significance of oak as a strategic resource during the sailing-ship era is stressed, and mention is made of the early development of oak management in North America. The international...

NASA's Physics of the Cosmos and Cosmic Origins programs manage Strategic Astrophysics Technology (SAT) development

NASA Astrophysics Data System (ADS)

Pham, Thai; Thronson, Harley; Seery, Bernard; Ganel, Opher

2016-07-01

The strategic astrophysics missions of the coming decades will help answer the questions "How did our universe begin and evolve?" "How did galaxies, stars, and planets come to be?" and "Are we alone?" Enabling these missions requires advances in key technologies far beyond the current state of the art. NASA's Physics of the Cosmos2 (PCOS), Cosmic Origins3 (COR), and Exoplanet Exploration Program4 (ExEP) Program Offices manage technology maturation projects funded through the Strategic Astrophysics Technology (SAT) program to accomplish such advances. The PCOS and COR Program Offices, residing at the NASA Goddard Space Flight Center (GSFC), were established in 2011, and serve as the implementation arm for the Astrophysics Division at NASA Headquarters. We present an overview of the Programs' technology development activities and the current technology investment portfolio of 23 technology advancements. We discuss the process for addressing community-provided technology gaps and Technology Management Board (TMB)-vetted prioritization and investment recommendations that inform the SAT program. The process improves the transparency and relevance of our technology investments, provides the community a voice in the process, and promotes targeted external technology investments by defining needs and identifying customers. The Programs' priorities are driven by strategic direction from the Astrophysics Division, which is informed by the National Research Council's (NRC) "New Worlds, New Horizons in Astronomy and Astrophysics" (NWNH) 2010 Decadal Survey report [1], the Astrophysics Implementation Plan (AIP) [2] as updated, and the Astrophysics Roadmap "Enduring Quests, Daring Visions" [3]. These priorities include technology development for missions to study dark energy, gravitational waves, X-ray and inflation probe science, and large far-infrared (IR) and ultraviolet (UV)/optical/IR telescopes to conduct imaging and spectroscopy studies. The SAT program is the Astrophysics Division's main investment method to mature technologies that will be identified by study teams set up to inform the 2020 Decadal Survey process on several large astrophysics mission concepts.

Municipal resilience: A paradigm shift in emergency and continuity management.

PubMed

Solecki, Greg; Luchia, Mike

More than a decade of emergency and continuity management vision was instrumental in providing the unprecedented level of response and recovery from the great flood of 2013. Earlier assessments, planning and validation promulgated development of corporate continuity, emergency and contingency plans along with tactical, strategic and recovery operations centres that all led to a reliable emergency management model that will continue to provide the backbone for municipal resilience.

Space station operations task force. Panel 4 report: Management integration

NASA Technical Reports Server (NTRS)

1987-01-01

The Management Integration Panel of the Space Station Operations Task Force was chartered to provide a structure and ground rules for integrating the efforts of the other three panels and to address a number of cross cutting issues that affect all areas of space station operations. Issues addressed include operations concept implementation, alternatives development and integration process, strategic policy issues and options, and program management emphasis areas.

Strategic and tactical use of movement information in pest management

NASA Technical Reports Server (NTRS)

Knipling, E. F.

1979-01-01

Several insect movement problems are discussed. Much more information is needed to make a better appraisal of the practical significance of the insect dispersal problem. Data on the time, rate, and extent of movement of insects are provided. Better techniques for measuring insect movement are developed. A better understanding of the importance of insect movement in the development and implementation of more effective and ecologically acceptable pest management strategies and tactics was proved.

Managing for Results: Using Strategic Human Capital Management To Drive Transformational Change. Testimony before the National Commission on the Public Service.

ERIC Educational Resources Information Center

Walker, David M.

The General Accounting Office (GAO) examined the effectiveness of using strategic human capital (HC) management to drive transformational change in federal agencies and reported on its own implementation of a new competency-based performance management system. First, the potential impacts of the following three broad HC reform opportunities to…

Strategic Enrolment Management (SEM) in Self-Financed Higher Education of Hong Kong: Evaluation and Measurement

ERIC Educational Resources Information Center

Ng, Peggy; Galbraith, Craig

2016-01-01

The purpose of this study is to examine how the dimensions of strategic enrolment management (SEM) tie to the success metrics in the area of enrolment, retention and graduation from senior and programme management perspectives of a self-financed institution in Hong Kong. The literature on SEM has demonstrated that managing enrolment is a global…

Strategic threat management: an exploration of nursing strategies in the pediatric intensive care unit.

PubMed

Durso, Francis T; Ferguson, Ashley N; Kazi, Sadaf; Cunningham, Charlene; Ryan, Christina

2015-03-01

Part of the work of a critical care nurse is to manage the threats that arise that could impede efficient and effective job performance. Nurses manage threats by employing various strategies to keep performance high and workload manageable. We investigated strategic threat management by using the Threat-Strategy Interview. Threats frequently involved technology, staff, or organizational components. The threats were managed by a toolbox of multifaceted strategies, the most frequent of which involved staff-, treatment- (patient + technology), examination- (patient + clinician), and patient-oriented strategies. The profile of strategies for a particular threat often leveraged work facets similar to the work facet that characterized the threat. In such cases, the nurse's strategy was directed at eliminating the threat (not working around it). A description at both a domain invariant level - useful for understanding strategic threat management generally - and a description at an operational, specific level - useful for guiding interventions-- are presented. A structural description of the relationship among threats, strategies, and the cues that trigger them is presented in the form of an evidence accumulation framework of strategic threat management. Copyright © 2014 Elsevier Ltd and The Ergonomics Society. All rights reserved.

The Collins Center Update. Volume 10, Issue 1, October-December 2007

DTIC Science & Technology

2007-12-01

developmental focus area topics are Strategic Leadership , Management of Change, and Strategic Communications. (b) The Expeditionary Thinking...Volume 10, Issue 1 October - December 2007 THE COLLINS CENTER UPDATE THE CENTER FOR STRATEGIC LEADERSHIP U.S. ARMY WAR COLLEGE CARLISLE...PENNSYLVANIA INSIDE THIS ISSUE The Center for strategic • Leadership : An Overview of Recent and Future Activities Strategic Negotiation

Dynamics of Interorganizational Coordination.

DTIC Science & Technology

1984-11-01

AD-R152 613 DYNAMICS OF iNTERORGRNIZATIONRL COORDINRTON(U) 1/1 MINNESOTA UNIV MINNEAPOLIS STRATEGIC MANAGEMENT RESEARCH CENTER A H YEN ET AL. NOY 84...CEERRGNTER •~~~~ Andre N.V. ee 05-I Anre H.m Vt anagemen = University of Minnesota Gordon Walker Massachusetts Institute of Technology THE STRATEGIC ...1984 Strategic Management Research Center University of Minnesota. . -. ’.J6 Forthcoming in Administrative Science Quarterly, December, 1984. We

Promoting and Disseminating Good Practice in the Planning and Management of Educational Facilities: Capital Investment Strategic Planning - A Case Study, Gold Coast Institute of TAFE, Queensland, Australia.

ERIC Educational Resources Information Center

Crump, Kelvin

This paper presents a case study of the process of capital investment strategic planning at the Gold Coast Institute of Technical and Further Education (TAFE), Queensland, Australia. Capital investment strategic planning is a means of contributing to success by providing strategies to ensure that assets are managed efficiently, effectively, and…

Focused Logistics; What the Air Force Brings to the Fight

DTIC Science & Technology

2002-04-09

Agency partnered to develop a Strategic Distribution Management Initiative that support the Air Force’s logistics transformation and is linked by Global Command and Control System and Global Combat Support System-Air Force.

Heeding the Rebel Yell: Identification and Communication in Managing Organizational Issues

ERIC Educational Resources Information Center

Collins, McLean

2005-01-01

In applying an issue development model, it is suggested that strategic identification and communication of the Colonel Reb issue would have helped the University of Mississippi to smoother transition to a new athletic mascot.

Proof Rolling of Foundation Soil and Prepared Subgrade During Construction

DOT National Transportation Integrated Search

2017-07-04

The primary objective of this project is to develop multiple simulation testbeds and transportation models to evaluate the impacts of Connected Vehicle Dynamic Mobility Applications (DMA) and Active Transportation and Demand Management (ATDM) strateg...

Marketing a continuing education course for healthcare managers.

PubMed

Welnetz, K

1990-01-01

The purpose of this article was to elicit from the relevant literature the important considerations to make when planning to market continuing education (CE) within hospitals. References on marketing from both institutions of higher education and hospitals were reviewed. Based on this review, a strategic marketing plan was developed and initially implemented in the hospital. A 1-day course for healthcare managers, entitled "Successful Writing of Proposals and Reports," was offered twice and tested, using the steps outlined in the strategic marketing plan. The plan proved to be most beneficial in systematically guiding our first attempts at marketing CE to hospitals and other healthcare facilities. From this plan, efforts are currently being made to further develop curricula and determine other programs that might be marketable to these same target groups. In addition, closer links with nearby educational institutions or affiliated hospitals are being pursued to support and maintain our ongoing marketing endeavors.

Cash management and revitalization of public medical centres in Nigeria: a strategic analysis.

PubMed

Agundu, Prince U C; Okon, Godwin B; Robinson, Eric T

2007-01-01

In times like this, when Nigeria (like many other developing countries) is bracing up to the contemporary challenges posed by adoption and advancement of globally driven millennium development goals (MDGs), public medical centers (PMCs) cannot afford to be reckoned with financial epilepsy, bankruptcy, and degeneracy. This concern informed the thrust of the study. In the process, pertinent research questions were posed which elicited corresponding hypothetical propositions. With primary data volunteered by 150 administrative officials drawn from PMCs across the country, analytical proceedings were facilitated by the application of chi-square (x2) technique. The findings brought to the fore, the general bad shape of cash management in PMCs in the country. The recommendations for urgent attention underscored the constitution of strategic budget communities (SBCs), revitalization of internal audit committees (IACs), and attraction of goodwill private-sector endowments through convincing justification of the utilization and optimization of current government logistic subventions.

Decoupling the use and meaning of strategic plans in public healthcare

PubMed Central

2013-01-01

Background The culture of New Public Management has promoted the diffusion of strategic management tools throughout Public Healthcare Organisations (PHOs). There is consensus that better strategic planning tools are required to achieve higher levels of organisational performance. This paper provides evidence and understanding of the emergent uses and scope of strategic planning in PHOs, in order to answer three research questions: (i) has the New Public Management approach changed the organisational culture of PHOs in terms of how they adopt, diffuse, and use strategic planning documents? (ii) how coherent are strategic planning documents in PHOs? and (iii) what are the main purposes of strategic documents in PHOs? Methods An analysis was carried out in three Italian Local Health Authorities. We analysed the number and types of formal strategic documents adopted between 2004 and 2012, evaluating their degree of coherence and coordination, their hierarchy, their degree of disclosure, and the consistency of their strategic goals. A content analysis was performed to investigate overlap in terms of content and focus, and a qualitative analysis was carried out to study and represent the relationships between documents. Results The analysis showed that a rich set of strategic documents were adopted by each PHO. However, these are often uncoordinated and overlap in terms of content. They adopt different language and formats for various stakeholders. The presence of diverse external drivers may explain the divergent focus, priorities and inconsistent goals in the strategic documents. This planning complexity makes it difficult to determine how the overall goals and mission of an organisation are defined and made visible. Conclusions The evidence suggests that PHOs use a considerable number of strategic documents. However, they employ no clear or explicit overarching strategy currently, and strategic planning appears to be externally oriented. All the documents communicate similar topics to different stakeholders, although they use different language to answer to the different expectations of each stakeholder. Therefore, strategic planning and plans seem to be driven by neo-institutional approaches, as they are means to build consensus and negotiate ground for strategic actions, rather than means to identify strategic choices and priorities. PMID:23289527

Decoupling the use and meaning of strategic plans in public healthcare.

PubMed

Lega, Federico; Longo, Francesco; Rotolo, Andrea

2013-01-04

The culture of New Public Management has promoted the diffusion of strategic management tools throughout Public Healthcare Organisations (PHOs). There is consensus that better strategic planning tools are required to achieve higher levels of organisational performance. This paper provides evidence and understanding of the emergent uses and scope of strategic planning in PHOs, in order to answer three research questions: (i) has the New Public Management approach changed the organisational culture of PHOs in terms of how they adopt, diffuse, and use strategic planning documents? (ii) how coherent are strategic planning documents in PHOs? and (iii) what are the main purposes of strategic documents in PHOs? An analysis was carried out in three Italian Local Health Authorities. We analysed the number and types of formal strategic documents adopted between 2004 and 2012, evaluating their degree of coherence and coordination, their hierarchy, their degree of disclosure, and the consistency of their strategic goals. A content analysis was performed to investigate overlap in terms of content and focus, and a qualitative analysis was carried out to study and represent the relationships between documents. The analysis showed that a rich set of strategic documents were adopted by each PHO. However, these are often uncoordinated and overlap in terms of content. They adopt different language and formats for various stakeholders. The presence of diverse external drivers may explain the divergent focus, priorities and inconsistent goals in the strategic documents. This planning complexity makes it difficult to determine how the overall goals and mission of an organisation are defined and made visible. The evidence suggests that PHOs use a considerable number of strategic documents. However, they employ no clear or explicit overarching strategy currently, and strategic planning appears to be externally oriented. All the documents communicate similar topics to different stakeholders, although they use different language to answer to the different expectations of each stakeholder. Therefore, strategic planning and plans seem to be driven by neo-institutional approaches, as they are means to build consensus and negotiate ground for strategic actions, rather than means to identify strategic choices and priorities.

A Coordinated Decentralized Approach to Online Project Development

ERIC Educational Resources Information Center

Mykota, David

2013-01-01

With the growth rate of online learning outpacing traditional face-to-face instruction, universities are beginning to recognize the importance of strategic planning in its development. Making the case for online learning requires sound project management practices and an understanding of the business models on which it is predicated. The objective…

Appreciative Inquiry as an Organizational Development Tool.

ERIC Educational Resources Information Center

Martinetz, Charles F.

2002-01-01

Defines appreciative inquiry as a change model that uses traditional organizational development processes (team building, strategic planning, business process redesign, management audits) in a new way, both as a philosophy and as a process. Emphasizes collaboration, participation of all voices, and changing the organization rather than the people.…

Strategic service-line planning. Building competitive advantage.

PubMed

Greenspan, Elizabeth; Krentz, Susanna E; O'Neill, Molly K

2003-12-01

Service-line planning requires a healthcare organization to develop a business plan for each of its service lines. Successful service-line planning requires top leadership support, a willingness to allocate resources, the development of support mechanisms, the active support and involvement of physicians, and management commitment and accountability during implementation.

Installation Management Command: Preparing Civilians for the Army of 2020

DTIC Science & Technology

2013-03-01

fewer people who remain are asked to do more. The White Paper identified the Civilian Work Force Transformation ( CWT ), a program initiative for a...6-22, ADRP 7-0, CWT and the Army Strategic Planning Guidance of 2013. Development should occur in alignment with the leader development pillars and

USGS Information Technology Strategic Plan: Fiscal Years 2007-2011

USGS Publications Warehouse

,

2006-01-01

Introduction: The acquisition, management, communication, and long-term stewardship of natural science data, information, and knowledge are fundamental mission responsibilities of the U.S. Geological Survey (USGS). USGS scientists collect, maintain, and exchange raw scientific data and interpret and analyze it to produce a wide variety of science-based products. Managers throughout the Bureau access, summarize, and analyze administrative or business-related information to budget, plan, evaluate, and report on programs and projects. Information professionals manage the extensive and growing stores of irreplaceable scientific information and knowledge in numerous databases, archives, libraries, and other digital and nondigital holdings. Information is the primary currency of the USGS, and it flows to scientists, managers, partners, and a wide base of customers, including local, State, and Federal agencies, private sector organizations, and individual citizens. Supporting these information flows is an infrastructure of computer systems, telecommunications equipment, software applications, digital and nondigital data stores and archives, technical expertise, and information policies and procedures. This infrastructure has evolved over many years and consists of tools and technologies acquired or built to address the specific requirements of particular projects or programs. Developed independently, the elements of this infrastructure were typically not designed to facilitate the exchange of data and information across programs or disciplines, to allow for sharing of information resources or expertise, or to be combined into a Bureauwide and broader information infrastructure. The challenge to the Bureau is to wisely and effectively use its information resources to create a more Integrated Information Environment that can reduce costs, enhance the discovery and delivery of scientific products, and improve support for science. This Information Technology Strategic Plan for the USGS outlines key information technology (IT) strategic goals and objectives that will support the Bureau's science mission, while also aligning with the Department of the Interior (DOI) IT Strategic Plan and the DOI Government Performance and Results Act (GPRA) Strategic Plan.

Level-2 Milestone 5588: Deliver Strategic Plan and Initial Scalability Assessment by Advanced Architecture and Portability Specialists Team

DOE Office of Scientific and Technical Information (OSTI.GOV)

Draeger, Erik W.

This report documents the fact that the work in creating a strategic plan and beginning customer engagements has been completed. The description of milestone is: The newly formed advanced architecture and portability specialists (AAPS) team will develop a strategic plan to meet the goals of 1) sharing knowledge and experience with code teams to ensure that ASC codes run well on new architectures, and 2) supplying skilled computational scientists to put the strategy into practice. The plan will be delivered to ASC management in the first quarter. By the fourth quarter, the team will identify their first customers within PEMmore » and IC, perform an initial assessment and scalability and performance bottleneck for next-generation architectures, and embed AAPS team members with customer code teams to assist with initial portability development within standalone kernels or proxy applications.« less

Strategic management of five deciduous forest invaders using Microstegium vimineum as a model species

Treesearch

Cynthia D. Huebner

2007-01-01

This paper links key plant invasive traits with key landscape traits to define strategic management for five common forest invaders, using empirical data of Microstegium vimineum dispersal into forests as a preliminary model. Microstegium vimineum exhibits an Allee effect that may allow management to focus on treating its source...

Promoting Instructional Improvement: A Strategic Human Resource Management Perspective

ERIC Educational Resources Information Center

Smylie, Mark A.; Wenzel, Stacy A.

2006-01-01

This report argues that instructional improvement, which goes hand-in-hand with efforts at education reform, can be promoted through the strategic use of human resource management (HRM) practices at the school, district, and state levels. The authors present information from the organizational and management literatures on how firms in several…

Strategic survey framework for the Northwest Forest Plan survey and manage program.

Treesearch

Randy Molina; Dan McKenzie; Robin Lesher; Jan Ford; Jim Alegria; Richard Cutler

2003-01-01

This document outlines an iterative process for assessing the information needs for all Northwest Forest Plan (NWFP) survey and manage species, designing and implementing strategic surveys (including field surveys and other information-gathering processes), and analyzing that information for use in the NWFP annual species review and adaptive-management processes. The...