Management Systems. Methods and Structures

Magdolna Csath, Stefan Trzcieliński

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ISBN/ISSN:

83-7143-867-2

DOI:

Wydawnictwo:

Wydawnictwo Politechniki Poznańskiej

Rok wydania:

2009

Liczba stron:

123

XML:ISBN/ISSN:

ONIX MARC21

Bibliografia:

Csath, Magdolna; Trzcieliński, Stefan. Management Systems. Methods and Structures. Red. . : Wydawnictwo Politechniki Poznańskiej, 2009, 123 s. ISBN 83-7143-867-2

Bibliografia refWorks:

RT Book, Whole

SR Electronic(1)

A1 Csath, M.

A1 Trzcieliński, S.

T1 Management Systems. Methods and Structures

PB Wydawnictwo Politechniki Poznańskiej

YR 2009

SN 83-7143-867-2

Bibliografia BibTex:

@Book{ 206516, author = "Csath, Magdolna and Trzcieliński, Stefan", editor = "", title = "Management Systems. Methods and Structures", publisher = "Wydawnictwo Politechniki Poznańskiej", year = "2009", address = "", isbn = "83-7143-867-2" }

Bibliografia endNote:

TY - BOOK

AU - Csath, Magdolna

AU - Trzcieliński, Stefan

ED -

TI - Management Systems. Methods and Structures

PB - Wydawnictwo Politechniki Poznańskiej

CY -

PY - 2009

SN - 83-7143-867-2

ER -

Netografia (standard APA):

Csath, Magdolna; Trzcieliński, Stefan. Management Systems. Methods and Structures [baza danych online] : Wydawnictwo Politechniki Poznańskiej, 2009 [dostęp: 26 07 2024]. Dostęp w Ibuk Libra: https://libra.ibuk.pl/reader/management-systems-methods-and-structures-magdolna-csath-stefan-206516.

zarządzanie, przedsiębiorstwo, struktury

Książka prezentuje dwie grupy zagadnień: koncepcje i metody zarządzania współczesnymi przedsiębiorstwami oraz struktury organizacyjne przedsiębiorstw. Obie grupy problemowe zazębiają się a ich rozróżnienie jest dokonane ze względu na dominujące w ...

Więcej

ISBN/ISSN:

83-7143-867-2

DOI:

Wydawnictwo:

Wydawnictwo Politechniki Poznańskiej

Rok wydania:

2009

Liczba stron:

123

XML:ISBN/ISSN:

ONIX MARC21

PREFACE6
1. Influence of management methods on the market effectiveness of enterprises Interpretation of research results8
1.1. Introduction8
1.2. Issue areas10
1.3. Results of analyses and their interpretation13
1.4. Analysis results with application of the rough set theory18
1.5. Conclusions23
References25
2. The methodology of continuous improvement process management in a manufacturing system. Literature analysis28
2.1. Introduction28
2.2. Continuous improvement models’ analysis29
2.3. Hypotheses42
2.3.1. Hypothesis 142
2.3.2. Hypothesis 243
2.3.3. Hypothesis 344
2.4. Literature analysis45
References50
2.5. Conclusions50
3. From information to decision – business intelligence systems54
3.1. Introduction54
3.2. Evolution of decision support systems55
3.3. Business intelligence systems and decision-making – operational BI57
3.4. Data quality and time in decision-making60
3.5. Business effects of the implementation of BI61
3.6. Conclusions62
References64
4. Customization as a way to extend software lifecycle66
4.1. Introduction66
4.2. Software customization methods67
4.2.1. Evolutionary development68
4.2.2. Incremental development69
4.3. Use of agile software development methods for customizing software71
References76
4.4. Conclusions76
5. Concurrent engineering virtual teams78
5.1. Introduction78
5.2. Virtual teams – some theoretical bases78
5.3. Virtuality of concurrent engineering team83
5.4. Model of concurrent engineering virtual team – an example87
5.5. Conclusions89
References90
6. Paradigms of a virtual organization92
6.1. Introduction92
6.2. A virtual organization93
6.3. Features of virtual organization95
6.4. Creator of a virtual organization97
6.5. The model of life cycle of a virtual organization99
6.5.1. The phase of identification99
6.5.2. The phase of the formation of a virtual organization101
6.5.3. The phase of operational activity of a virtual organization102
6.5.4. The phase of disintegration of a virtual organization102
References104
7. Designing the organizational structure of a company. A concept of multidimensional design space108
7.1. Introduction108
7.2. A concept of design space110
7.3. Operationalization of design space113
7.3.1. Operationalization of dimension 1: interpretation of organizational structure, and dimension 5: principles of organizational structure design113
7.3.2. Operationalization of other dimensions of design space methodologies of modeling and designing of organizational structure118
7.4. Conclusions121
References122

DariaMotała

raszewski2001;Węgrzyn2000).Itresultsfromthenecessityofrealizationofradi-

calchangesandexpectedsignificantresults.IntheBusinessProcessReengineer-

ingmethod(BPR)methodweobserveflatteningofvertical,hierarchicalstructure,

whichresultsfromputtingtheparticularemphasistothecontinuityofprocesses

realizedintheenterprise,irrespectivelyfromfunctionaldivisionsofindividuals

unitscarryingthemout.Functionallyseparatedunitsarebeingreplacedwiththe

teamsresponsiblefortheprocess.So,onlyoneteamisresponsiblefortheprocess,

insteadofseveralunitsdistinguishedaccordingtoafunctionalcriterion.Therefore

itappliestheTeam-BasedWorking(TBW)methodandEmpowerment(EMP)

(Hammer,Champy1996).

TheliteratureofthesubjectsunderlinestheimpactofContinuousimprovement

(CI)onupgradingthequalityofproductsandprocesses(Bessantandothers2001).

CIisbeingdevelopedparalleltomethodsofthequalitymanagement,seekingand

realizingwaysofimprovingtheenterprisebyitsconstantrationalizing(Bhuiyan,

Baghel2005).Thecompletedevelopmentcanonlybeachievedbytheenterprise,

wheninnovationsarecombinedwithconstantupgradingthequalityofproduction

(Imai1986).

ExtensivenessoftheTQMconceptioncauses,thattheyareoftenused,atleast

partlysuchmethodsas:Empowerment(EMP),Team-BasedWorking(TBW),

ConcurrentEngineering(CE)orSupply-chainPartnering(SCP).TQMdoesnot

onlyconcernselectedworkstations,italsorequirespersonalengagementandre-

sponsibilityofallemployees.Qualityimprovementisinitiatedintheareaofrea-

lizedprocesses,aswellasinproductsofferedtocustomers.Thereforeitseemsto

bejustifiedtoapplyCE,thankstowhichitispossibletofulfillrapidlychanging

needsofclients(Weiss,1998),aswellasSCPthatguaranteesahighqualityof

materialsandtheirtimelysupplies(Lee2007).

RealizationofCEandSCPrequiresthatsupplierswouldknowdirectionsofde-

velopmentandthetechnologyimplementedinthecompany.Fromtheotherside,

enterpriesesexpectfromthemtoexpressownopinionsandcooperationinthe

rangeofcreatingnewproductsormodernizingexistingones.Theyinitiateconsul-

tationswithsuppliersintherangeofmaterialabilities,inconsequence-alsocon-

structionpotentialsduringtheprocessofdesign(Fechner2007).

Supplyingwithinsupplieschainssystems,whichisalsooftenusedinCE,takes

placeinaccordancewithprinciplesoftheJiTmethod.ApplyingJiTrequiresaproper

organizationofwork-notonlyinownenterprise,butalsoincompaniesbeingits

suppliers.SCPfunctions,whenthedialogueisbeinginitiatednotonlytwosides:

supplierandreceiver;butwhenitalsoenclosesallunits,startingfromthefirstone

thatsuppliesinitialmaterialsandendingatthelastone,i.e.theuserofparticular

product(Lee2007).TheSCPapproachconfirmstheimplementationofdetermined

methodintheprocessofCEbecauseitputimpactonconsultationsrealizedby

manyparticipants,includingtheindirectlycooperatingones,intheprocessofpro-

ducingnewproducts.

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