Jessica L. Buck, Lee Cavett, Dominique Harris, P. C. Yuan (Jackson State University, USA)
Abstract: As threats of disasters continue to escalate, schools grow in their risk of natural or man-made incidents. According to the National Center for Education Statistics (2012), there were 33 school-associated violent deaths in primary and secondary schools in the United States from July 1, 2009 through June 30, 2010. Of the 33 students, staff, and nonstudent school-associated violent deaths, 25 were homicides; 5 were suicides; and 3 were legal interventions. The Center provided a report from U. S. principals indicating that 85% of public schools recorded one or more of these incidents of violence, theft, or other crimes taken place amounted to an estimated 1.9 million crimes. During 2009–2010, 60% of schools reported one of the specified crimes to the police, amounting to about 689,000 crimes — or 15 crimes per 1,000 students enrolled. In 2012, U. S. A. Today reported the Oikos University shooting where one student shot 10 people at the university; 7 of which died and another 3 were injured. Natural disasters, such as Hurricanes Katrina and Rita, caused devastation for schools in Mississippi and Louisiana leading thousands to be displaced. These were horrendous incidents jeopardized schools safety, and technology could have assisted in emergency management planning and early notification. In regards to these incidents, technology may not have prevented the incidents; but it may have helped mitigate, prepare, respond, and recover.
Index Terms: Biogas Generation; Composting; E – Waste; Recycle; Reduce; Reuse; Waste Compaction.
In the gift century the study of total waste management is a crucial field of study publicly Administration. The thought of Development depends on the qualitative progressive growth and alter within the surroundings. The thought of Total Waste Management occupies a crucial place within the study of recent Political Systems, it's abundantly essential for developing countries to achieve a most level in economic process and development. The thought of Waste Management has become a significant threat to property development. Waste, conjointly referred to as rubbish, trash, refuse, garbage, junk, litter, is unwanted or useless materials. Samples of this embrace plastics and nuclear technology. Some parts of waste have economical price and might be recycled once properly recovered.
This initiative requires the ability to utilize workforce analytics to make better short-term and long-term staffing decisions. In the short-term, staffing plans should be based on the optimal skill mix so that staff can be deployed to the right place at the right time to balance both care needs, budget constraints and ensure
“tacit” knowledge, the know-how in their heads, into “explicit” form, such as written reports or video presentations. This captured knowledge is then stored in repositories such as databases and intranet Web servers, all of which users can search. An organization's competitive potential rests almost wholly on how well it manages and deploys its corporate assets. These assets are comprised of financial, and tangible and intangible elements. For simplicity, consider financial assets such as cash, and tangible assets including plant, equipment, and inventory; intangible assets including core competencies and technologies, management skills, culture, brand image, consumer loyalty, patents, distribution channels, and the like. In addition to being aware of the knowledge process and the infrastructures within which it takes place, a knowledge mapping project should have a conceptual focus (Soliman, 1998). Ideally the focus will be the fundamental business issues of the organization such as reducing errors or rework, or minimizing cycle time in some manufacturing organizations. Then the mapping project will provide useful results that improve the organizational efficiencies. Zack (1999) has advocated using the well known SWOT technique (strengths, weaknesses, opportunities and threats) as a tool to develop a knowledge mapping strategy specifically tailored to an organization's needs. Zack advises that knowledge-based SWOT analysis could lead to mapping knowledge resources and capabilities against strategies.
7.1. Phase 1 – commencement of big data initiative
During this phase big data practitioners develop strategic or opera- tional imperatives that the business needs to resolve or gain support to undertake speculative analysis of big data. This stage draws in people from a cross-section of the organization including, where possible, external stakeholders. The focus of these efforts is clari ﬁcation of deﬁni- tions, terms, outcomes and likely results. This phase sets criteria by which decisions are taken and choices made during later phases, for in- stance, in relation to different combinations of resources, providers and methods of visualizing results. Phase 1 is iterative, allowing discovery of potential analytical methods most appropriate to the initiative. Out- comes from this phase are clear de ﬁnitions of problems or opportunities and questions to be answered from using big data. The production of a protocol to record all decisions and assumptions that underpin initia- tives is critical to this phase. The big data protocol is particularly impor- tant where organizations plan to outsource their big data initiatives to third party businesses. One major reason outsourcing initiatives fail is because organizations enter into contracts with vague ideas of outcomes and actions they want from a vendor. Once big data outsourcing contracts are agreed, future changes to contractual arrange- ments can be expensive and could eliminate bene ﬁts gained from big data initiatives.
According to Levina (2015) the majority of the sustainability initiatives focus on reducing the general resource usage (such as electricity), cost savings was the second exclusive goal mentioned by the enterprises, implying that the environmental benefits that result from the accordant activities are considered as a by-product of lean or optimisation actions rather than the goal itself, while providing a unique proposition to gain customers and market share. Process management techniques, especially techniques for process optimisation, are also shown to result in environmental benefits, i.e. resource usage or waste reduction, without being explicitly focused on designing green processes. As various industries are present in the study sample, indications about favoured managing techniques for green initiatives among the industries can deviate. It was observed that manufacturing companies tend to adopt lean and sustainable benefits but also that service- oriented enterprises financially and environmentally benefit from conscious resource usage by applying and adopting the same techniques. According to Houy et al. (2012) Green BPM methods are still in the early stages and so far, only a few approaches exist. Seidel et al. (2012), for example, created a framework for Green BPM Research and Practice by building on a model of BPM capabilities (de Bruin & Rosemann, 2007; Rosemann & vom Brocke, 2010) (presented in Figure 10). Essentially, the model
The ICU Concept
The concept of an intensive care unit has evolved to meet the needs of the critically ill patient. It involves the premise that this type of patient is best cared for in a specialized area by a team of professionals who have advanced training in critical diseases, including physicians, nurses, respiratory therapists, social workers, nutritionists, and other paramedical personnel. The intensive care unit has access to a physician team member 24 hours a day, seven days a week. The team is involved in the management of all patients within the unit, although they may not be the primary service of record. Because of their familiarity of each individual patient, the ICU team members are the best coordinators of consultative input, and the best liaisons for parental communication. Since they are the only individuals consistently present in the ICU, they are also responsible for the immediate handling of any emergencies which arise. Finally, the ICU team member is responsible for the establishment of priorities and the triaging of patient care, especially when the physical and personnel resources of the ICU are stressed by a large patient load.
A greater understanding of the influence of contextual factors or more directly, subsidiary strategic posture on the subsidiary’s strategy development process provides headquarters management with the potential to increase their ability to manipulate and control the level of independent strategy development which their subsidiary can employ. For example, constraints on subsidiaries may be set at a level to inhibit or promote independent subsidiary strategy development. The potential links between subsidiary strategy development and the performance and success of the subsidiary should give rise to interesting possibilities in terms of patterns of compensation and senior management motivation. This broad empirical examination of subsidiary strategy development processes should provide key insights into the level of planning and strategic development undertaken by subsidiary managers, and the impact of headquarters’ constraints on this process, an area previously
together as one team early in the procurement process to further mutual goals. 5 Of course, the supply function has always existed in all organizations ensuring that all needs are met in terms of quality, quantity, delivery, cost, service, and continuity. However, the traditional view of supply focused more on the function’s opera- tional or “trouble avoidance” contribution to organizational objectives. The new concept described focuses on supply management’s stra- tegic contributions to organizational objectives, such as the opportunistic or proﬁt-maximizing aspects. In addition, this concept of strategic supply management differs from the traditional approach in the fact that the organization becomes integrated with selected suppliers, working as one team toward mutual goals.
Reflected by the Balanced Scorecard (BSC), the proposed model may constitute an effective management, monitoring and controlling tool for place brand value. Regularly used, it allows not only for place brand managers to consider and eventually correct the actions of the brand, but also to take joint decisions with different stakeholders involved, and in accordance with their expectations. It can serve to regularly organise workshops with local actors in order to define collectively the positioning and the strategic axes of the brand, and to assure a common vision, and finally to reinforce the relations between stakeholders. Such a participatory, critical and progressive approach will become even more important with the fusion of the regions in France, when territories will change and place brands need to be adapted to new contexts. The participation of citizens in territorial strategic decisions would allow them to assure their contribution to dynamic territorial processes and to the success of place brands. It should be noted that benchmarking with other regions remains necessary, even though the complexity of place brands does not allow direct comparison. This imposes additional reflexions, since the various stakeholders may not have similar background knowledge of other regions.
Analyze various options and alternatives to determine the best way to leverage technology to improve the business processes and reduce the overhead costs within WWU. This approach allows us to meet our objectives of continuously improving efficiency, reducing costs, and capitalizing on technology. The
recommended Talent Management Project will methodically migrate the data and functions of our various current systems to a new web-based platform in order to preserve data integrity and allow adequate time to train all employees and managers on their responsibilities and respective administrative functions. The web-based platform is compatible with all other current IT systems (Banner and Canvas) and will improve the efficiency and accuracy of reporting throughout. These tools will provide the following along with detailed and summarized reports for individuals, supervisors, directors and executives for use in tactical and strategic decisions:
Efficiencies in processes are already being identified. For example, the practice of generating boring logs for contract documents and plans will be streamlined. Currently, a drafter is required to create the Log of Test Boring (LOTB) sheet in a CAD system using paper notes provided by the engineer. However, with the use of gINT software, the engineer can create a near-complete CAD drawing themselves with little additional effort. The drafter is then provided a CAD drawing, rather than notes on a paper, and need only perform minor editing and page layout tasks. The result is a significant reduction in the effort currently required by the drafting group.
Repeatability: Data Center Migration project processes are well documented and fully repeatable for other local and state governments. The MDIT Data Center Operations Team has developed an outreach program sharing best practices with many of our local governments and private sector companies (most notably the City of Detroit, Ford Motor Company and Polk enterprises). Michigan’s business case and marketing approach has been shared among the States (through NASCIO).
In the literature, different approaches from goal-oriented requirements engineering combine intentional and social concepts to model organization strategies and their ele- ments (e.g., actors, resources, and processes). Other works have also extended i* [ 54 ] and related frameworks (e.g., URN, standardized by the International Telecommunication Union [ 29 ]) towards enterprise models, e.g., the approach of Andersson et al. [ 3 ]. The recent addition of indicators to the URN standard, based on the work of Pourshahid et al. [ 45 ], does not address the question of how to link them to databases and BI monitoring. The BIM aims to unify var- ious modeling concepts into a coherent framework with rea- soning support and connection to enterprise data, built upon a firm conceptual modeling foundation. In particular, with respect to the above works, BIM includes (among others) the notion of influence, which is adopted from influence dia- grams [ 26 ], a well-known and accepted decision analysis technique; SWOT analysis concepts [ 18 ] (strengths, weak- nesses, opportunities, and threats) and others that are adopted
Asset management plan
Per the FTA Asset Management Guide (October 2012):
The AMP “outlines how people, processes, and tools come together to address the asset management policy and goals” of the transit agency. It also “outlines the activities that will be implemented and resources applied” to meeting those goals.
a.) Description Over the last 8 years, the Office of Technology has evolved a strategy to provide broad technology leadership to the State of Minnesota. Initial versions required state
agencies to consider and address numerous critical success factors at different stages of a project without considering either the enterprise-wide implication or the next-step stages of project management. More recently, the office has focused on the development and integration of three key processes. EA provides the blueprint for state technology
The Skills First Youth Access Initiative is a tuition fee waiver/exemption program in place to support eligible young people to participate in education and training. South West TAFE will receive a contribution from the Department as a result of waiving/exempting tuition fees to an eligible individual so long as the requirements of the program are meet. Additional information is available in Schedule 2 of our VET Funding Contract.
Support for and Collaboration with Directors and Audit and Supervisory Board Members
To enable the Outside Directors to enhance deliberations at Board of Directors’ meetings, the Company continuously provides opportunities for them to deepen their understanding of the Group’s businesses. This is done, for exam- ple, by the prior distribution of materials for Board of Directors’ meetings and explanations given beforehand by the executive officer in charge of the secretariat, orientation visits at the time Outside Directors are appointed, and inspections of business sites several times a year. To further enhance the effectiveness of management supervision by Outside Directors, the Company is making improvements to the deliberations that take place at the Nomination and Remuneration Advisory Committee, where the majority of the members are Outside Directors, and facilitating their dialog with Audit and Supervisory Board Members and corporate auditors. From the point of view of succession planning, the Company is strengthening contacts between current management and next-generation management candidates, for example by having Outside Directors give lectures at Executive Officers Liaison Meetings that are held on a quarterly basis and providing opportunities for Directors, Audit and Supervisory Board Members and Executive Officers to meet when the new management system is inaugurated following the Annual General Meeting of Share- holders.
Planning: Produce proactive, integrated and focused plans in all functional areas. Processes: Establish and implement best practice for Project Review.
Reliability: Provide reliable backup services so customers experience zero interruptions. Safety: Emphasize a safe work environment for our employees through education and
This “Insights Into Time & PlaceManagement” is based on an academic paper that is currently under review. The paper was written by:
Cort W. Rudolph, Ph.D. is an Assistant Professor of Industrial and Organizational Psychology at Saint Louis University. Cort earned his B.A. from DePaul University in Chicago, IL (USA), and his M.A. and Ph.D. from Wayne State University, in Detroit, MI (USA), where he was a Thomas C. Rumble Research Fellow, and the recipient of the Ross & Margaret Stagner Award. His research focuses broadly on issues related to the diversity and inclusion in the workplace, aging and work processes, and performance appraisal.