Tudásmenedzsmentet támogató szervezeti megoldások (Knowledge management supported by organizational solutions)

A tudás a vállalatok egyre fontosabb erőforrásává vált, ezért tudatos megoldásokkal kell törekedni a szervezeti tudásban rejlő lehetőségek hatékony kihasználására. A tudás kezelésére irányuló tevékenységeket mind technológiai-informatikai, mind HR-, mind pedig szervezeti megoldásokkal lehet támogatni. Jelen cikkben a vállalatok szervezeti megoldásait elemzi a szerző: rámutat a szervezeti struktúrák, a szervezeti kultúra, a vezetői megközelítések (leadership) szerepére, valamint a kommunikáció különböző formáinak lehetőségeire. ______ Knowledge management activities became important part of knowledge oriented organisations, like software development companies. These activities can be supported by technological and organisational solutions. This paper concentrates on the organisational support factors of knowledge management activities in the software development industries, and examines the role of organisational design, structures, processes, communication and management support, while highlights the challenges.

Fiscal and organizational determinants of transportation outcomes: A quantitative and qualitative analysis of sustainability factors

Federal transportation legislation in effect since 1991 was examined to determine outcomes in two areas: (1) The effect of organizational and fiscal structures on the implementation of multimodal transportation infrastructure, and (2) The effect of multimodal transportation infrastructure on sustainability. Triangulation of methods was employed through qualitative analysis (including key informant interviews, focus groups and case studies), as well as quantitative analysis (including one-sample t-tests, regression analysis and factor analysis). ^ Four hypotheses were directly tested: (1) Regions with consolidated government structures will build more multimodal transportation miles: The results of the qualitative analysis do not lend support while the results of the quantitative findings support this hypothesis, possibly due to differences in the definitions of agencies/jurisdictions between the two methods. (2) Regions in which more locally dedicated or flexed funding is applied to the transportation system will build a greater number of multimodal transportation miles: Both quantitative and qualitative research clearly support this hypothesis. (3) Cooperation and coordination, or, conversely, competition will determine the number of multimodal transportation miles: Participants tended to agree that cooperation, coordination and leadership are imperative to achieving transportation goals and objectives, including targeted multimodal miles, but also stressed the importance of political and financial elements in determining what ultimately will be funded and implemented. (4) The modal outcomes of transportation systems will affect the overall health of a region in terms of sustainability/quality of life indicators: Both the qualitative and the quantitative analyses provide evidence that they do. ^ This study finds that federal legislation has had an effect on the modal outcomes of transportation infrastructure and that there are links between these modal outcomes and the sustainability of a region. It is recommended that agencies further consider consolidation and strengthen cooperation efforts and that fiscal regulations are modified to reflect the problems cited in qualitative analysis. Limitations of this legislation especially include the inability to measure sustainability; several measures are recommended. ^

Incremental revolution: Organizational change in highly turbulent environments

Established models for understanding organizational change processes seem inadequate for explaining changes undergone by organizations facing highly turbulent environments. We propose an alternative model that depicts change as constant regeneration rather than revolutionary episodes. We then propose a set of structures and processes that facilitate this constant regeneration.

Organizational, systems and human issues in production planning, scheduling and control

With global markets and global competition, pressures are placed on manufacturing organizations to compress order fulfillment times, meet delivery commitments consistently and also maintain efficiency in operations to address cost issues. This chapter argues for a process perspective on planning, scheduling and control that integrates organizational planning structures, information systems as well as human decision makers. The chapter begins with a reconsideration of the gap between theory and practice, in particular for classical scheduling theory and hierarchical production planning and control. A number of the key studies of industrial practice are then described and their implications noted. A recent model of scheduling practice derived from a detailed study of real businesses is described. Socio-technical concepts are then introduced and their implications for the design and management of planning, scheduling and control systems are discussed. The implications of adopting a process perspective are noted along with insights from knowledge management. An overview is presented of a methodology for the (re-)design of planning, scheduling and control systems that integrates organizational, system and human perspectives. The most important messages from the chapter are then summarized.