第四代管理中的质量管理

当今企业在激烈的市场竞争中,共同面临的一个问题是,如何更快、更好地发展（即不断追求卓越）。第四代管理为解决这一问题提供了思路,其核心要素有：质量、科学的方法和所有人的团队。本文重点讨论第一个要素一质量。首先介绍了第四代管理中关于质量管理的基本思想：质量是管理的第一要素;解决工作中的问题关键在于改进系统。介绍了第四代管理对顾客的理解,特别介绍了“顾客对质量的定义”的四个方面的内容。最后讨论了第四代管理的质量战略——以顾客为焦点。     

International public management network symposium on administrative philosophies and management practice

Do administrative philosophies, however defined, lead or trail change in public sector organizations? How may we define administrative philosophy and is useful to distinguish between philosophy, doctrine and justification? To what extent does academic research and theory influence administrative practice? Do academics learn most of what they theorize about from practitioners? These and other questions are addressed in this first IPMN electronic symposium.     

论知识管理与高校图书馆管理

阐述了知识管理的含义,分析了在高校图书馆引入知识管理的必然性和研究内容,初步探讨了施行知识管理的有效措施.     

Contracting for management: Assessing management capacity under alternative service delivery arrangements

Contracting critics suggest that when governments outsource, they reduce their capacity to produce services and manage service delivery. In this paper, we decompose the service delivery decision into service production and service management components. When governments contract for service production, they may also choose to contract for a portion of service delivery management. Studies that only compare the management activities of contracting and direct service delivery governments, without examining the management activities contracted to vendors, are likely to be incomplete and biased. Drawing on a unique survey of governmental refuse collection service directors, matched with a survey of refuse collection vendors operating under municipal contracts, we show that the vendors' management activities offset the decline in management capacity that occurs when governments contract for service delivery for this particular service. Governments can “buy” management activities when contracting for service production. © 2006 by the Association for Public Policy Analysis and Management     

Teaching management without cases

Many of the qualities of case method teachitig stem from the classroom method and not merely from the case. This article describes five noncase exercises designed to achieve purposes that cases are often used to accomplish, but which experience indicates, can do the job more easily. They are all based on the proposition that attention to the classroom method and not merely to the case will allow instructors to teach public management more effectively.     

Cultural variations in management practice: an exploration of the management trainer's dilemma

This article is a contribution to the debate on cross-cultural transfer of management practice. It describes the difficulties experienced in introducing ‘western’ management theory in a Pakistan government training centre; considers the social and cultural context and the local management style; analyses the differences in six key areas of management and discusses their implications for management trainers; and proposes a ‘middle way’ to ensure that management material is culturally acceptable and practically appropriate. © 1998 John Wiley & Sons, Ltd.     

Why adaptive management will not save us: Exploring management directives' interaction with practice

Sparked by the critique of practitioners and academics on the excessive managerialisation of development project management, the donor community turns increasingly towards adaptive management approaches. Rather than examining the effectiveness of the new adaptive management trend, the article deals with the more fundamental question of how the underlying relationship between management frameworks and practice can be characterised. To this end, the article analyses the practices of a select number of Dutch Civil Society consortia that are working with a new adaptive management framework. Making use of a practice theory approach, the analysis finds that rules are not directly translated into practice. The presented rules (innovations) are always mediated by antecedent practice, shared histories and interactions amongst individuals, communities and artefacts. Notably, the flexibility provided for in the framework does not reach all links in the aid chain equally and is counterbalanced by the institutional realities of the aid system. The article therewith adds to the literature on everyday development management cautioning against overestimating the effects of management tools, as they operate within and are determined by the funding and accountability requirements of the larger aid regime.     

Local management of aid-funded projects

Local management means giving responsibility for the implementation and management of development projects to people and institutions in the recipient country. The main arguments for local management are that it offers the potential to increase the responsibility and accountability of national institutions and should help to build a cadre of experienced local project managers. These are all important contributions to sustainable development. There are, however, some constraints on the effectiveness of local management, including the limited supply of good managers and the difficulty of ensuring adherence by those implementing projects to donors' procedures and regulations. The role of donor agencies under local management is yet to be clearly defined. Donor agencies will face difficult professional judgments on whether, when and how to intervene where projects are not being competently managed by national institutions.     

Hospital management improvement in China

Hospitals in China, as in many parts of the world, are facing unprecedented changes. The situation in China may be more complicated than in some countries, because these changes are compounded by the influence of major changes in the macro-economic system as well. In response to this situation the Chinese Ministry of Public Health has launched a major initiative to strengthen the management of their hospitals. This article reports on the plan of action for management improvement in the areas of administrative training, management structure, staff motivation, information system, with emphasis on quality and inter-hospital cooperation. © 1997 by John Wiley & Sons, Ltd. Public Admin. Dev. Vol. 17 : 267–275 (1997). No. of Figures: 0. No. of Tables: 0. No. of Refs: 21.     

The architecture of risk management

Abstract

Power's book examines how organizations are designed through risk-based science, law and managerial techniques. As organizations have come to think of, reform and govern themselves through the vague but powerful notion of risk, both the fortunes of the managers who conceive of these designs and the behaviour of the organizations themselves have been affected. Power develops four themes as he analyses the consequences of these moves towards risk management as governance. First, he notes the tensions that have emerged as risk management systems take in information about uncertainty in the operational environment and process it into risk, while simultaneously producing yet more uncertainty. Second, he offers an account of developments in the system of professions as the abstractions of mathematical risk analysts have lost ground to managerial approaches to the processing and uses of risk. Third, he applies neo-liberal notions of the individual to organizational behaviour in an analysis of the conflict between risk-embracing profit motives and risk-averse precautionary instincts. Fourth, he argues that the uptake of risk management techniques and discourses in organizations has fundamentally changed the way they view themselves and operate in the world. As better risk management through internal self-control has become the obvious solution to every problem, enterprise values and trust have imploded. We close our review with a critique of this implosion thesis, suggesting directions for future research for socio-legal, governance and organizational behaviour scholars.     

Ownership structure and receivables management

In this study, we examine the impact of ownership structure on the receivables management of Indian corporate firms. We argue that owners' incentives to monitor manager's actions increase with the increase in their stake holding. Therefore, firms with concentrated promoter and institutional ownership should have lower receivables in terms of its sales. Our results obtained using a panel of 1,164 firms show a negative relationship between the percentage of promoter holding and the receivables ratio. Further, for growing firms, both promoter and institutional shareholdings have a negative impact. However, the firm size effect did not show any impact on the relationship between ownership concentration and receivables ratio.     

Scientific management of science?

A framework is advanced for allocating research resources, based on the value of the information that proposed projects are expected to produce. As an organizing device, the framework uses integrated assessments, showing the relationships between the predictors of outcomes arising in important decisions (e.g., interest rates, mortality rates, crop yields, crime probabilities). Proposed projects are evaluated in terms of their ability to sharpen estimates either of those variables or of the relationships among them. This approach is intended to allow diverse forms of science to show their potential impacts – while encouraging them to integrate their work. Where suitable estimates are available, the expected value of the information from alternative studies can be computed and compared. However, even at a qualitative level, formal analyses can improve the efficiency and integration of research programs.     

浅析管理度

在管理中管理者能否把握好管理的"度",直接影响着被管理者的能动性,是保证组织各要素协调有序工作,高效地实现组织目标的关键。从内涵、特性以及影响因素三个方面对"管理度"加以分析。     

Risk management in local communities

This article discusses the current state of risk-management practices in local communities in the United States and offers some alternatives to present policies, which are mainly implicit rather than explicit attempts to limit overall risks of death and injury due to technological and natural causes. The article is divided into three sections. The first discusses the concept of risk-management as presently used in local government. The second section results from a limited survey of local risk-managers. The third section offers some policy alternatives. While generalization is itself risky, all of our observations point toward the conclusion that local government officials have little understanding of, hence little concern for, the quantity of risk posed for citizens by various hazards. If it seems desirable to place risk-management decisions in the hands of local officials, then some capacity for risk quantification, hence comparison, must be developed. The bulk of the policy suggestions at the end of this article concerns possible means through which this capacity might be augmented.