Top PDF Prs: (The) Effective Management of Time in the 21st century

Prs: (The) Effective Management of Time in the 21st century

Prs: (The) Effective Management of Time in the 21st century

Medium density is appropriate for work, which is intended to take place between 3 and 9 months after the schedule date. At this stage the work should be designed in sufficient detail t[r]

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Prs: CIOB’s Contribution to the Effective Management of Time in Construction Projects

Prs: CIOB’s Contribution to the Effective Management of Time in Construction Projects

Figure © Guide to Good Practice in the Management of Time in Complex Projects.. Managing Time 19[r]

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Prs: (The) Effective Management of Time in Complex Projects - an ICT perspective

Prs: (The) Effective Management of Time in Complex Projects - an ICT perspective

As the density is increased, adjustments to the plan take into account actual performance to date, resources, work content, and other factors necessary to achieve the overall schedule [r]

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emergency Management and the 21st Century

emergency Management and the 21st Century

IBM technology partnerships illustrate how an EM solution provider can address the technological complexity found in the emergency management environment. Recognizing that the needs of regional and local EM professionals include specialized capabilities, IBM has established several key partnerships with industry leaders to provide such capabilities for clients. These partnerships allow IBM solutions to integrate with leading GIS providers, and include specialized analytics and intelligence capabilities in the toolbox. They provide industry-leading, next generation situational awareness in real time, as well as decision support and consequence management solutions.
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Prs: Time management -v- Contract administration

Prs: Time management -v- Contract administration

As the density is increased, adjustments to the plan take into account actual performance to date, resources, work content, and other factors necessary to achieve the overall schedule [r]

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Principal’s role in effective time management: key component in enhancing syllabus coverage in the kenyan schools in the 21st century and beyond

Principal’s role in effective time management: key component in enhancing syllabus coverage in the kenyan schools in the 21st century and beyond

It is important to note that time spent on student learning depends on the quality of instruction they receive at that time. That is why efforts to improve the student achievement can succeed only with building the capacity of teachers to improve their instructional practice (Darling Harmond 2009). When asked how they improved teachers’ instructional practice, some principals said that organised workshops on best instructional pedagogies. They include giving clear instructions on the work to be done, emphasizing important tasks that learners need to pay attention to, effective class management practices to minimize disruption. Motivation plays a large part in determining the levels of performance of teachers and students. If motivation is low, teachers and students performance will suffer as much as if the ability was low. The study sought to establish how principals motivated their teachers. The reported indicated the utilization of both formal and informal strategies. Formally, teachers were recommended for promotion and Parents Teachers Association luncheons held for them. However, school heads had abandoned the luncheons because it created petty jealousy among teachers. Instead they resorted to less formal methods of incentives such as spontaneous oral appreciation for well accomplished task, encouraged collegiality and celebrating together and thanking the teacher privately.
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Integrity Management for the 21st century with 20th century equipment

Integrity Management for the 21st century with 20th century equipment

yet, the industry is facing increased expectations from the public, employees and other stakeholders in such areas as environmental protection, continuous safety improve- ment, and enhancing the company’s reputation as a “socially responsible” enterprise, whilst at the same time remaining profitable in a competitive global market. This is particularly acute in the wake of a serious incident and there have been a number of serious incidents around the world in recent years which have drawn attention to the importance of continued management of major hazards.
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Effective leadership as a model for schools in 21st century Malta

Effective leadership as a model for schools in 21st century Malta

Abstract: This paper aims to investigate a model of leadership for Maltese schools in the light of recent changes in the educational system. Effective leadership in the Maltese educational system is urgently needed. It is argued that leadership needs to be taken seriously if we want the reforms to bear fruition. This research explores whether forms of distributed leadership can render the system more effective. Furthermore, it aims to explore the roles played by members of the Senior Management Team in primary and secondary schools and what their views are about leadership. A combination of quantitative and qualitative approaches were adopted and the study was carried out in one particular college in Malta. Methods of data collection used were questionnaires and one- to-one semi-structured interviews. This research established that an effective leader is one who prioritises, knows what is going on in the classrooms and who listens to staff concerns. Various tasks that are not related to curriculum work are a huge burden on the SMT and while student learning is the main concern of the school SMT, this study confirms that there is very little time to monitor curricular and pedagogical work. Teachers express concern about the size of large secondary schools and they prefer working in small schools which would allow for more direct contact with members of the SMT. It also emerged that stronger external support from the education authorities is necessary to address discipline and absenteeism in schools.
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Challenges for project management in the 21st century

Challenges for project management in the 21st century

ᵃ,c School of Housing, Building and Planning, Universiti Saians Malaysia, 11800-Penang, Malaysia b,d Liverpool Business School, Liverpool John Moores University, UK Abstract Challenges could be observed as opportunities for success. The growth of project management body of knowledge and the advancement of project managers’ capabilities in dealing with resources are crucial to the successful delivery of projects. This paper builds on vast review of literature that took place over a series of publications under Project Management topic. The management of uncertainty and dealing with different challenges are seen as necessary conditions for effective project management. Sources of challenges are wide ranging and have fundamental effects on projects and project management body of knowledge. These challenges are not limited to specific industry, and include scope management, information technology, team dynamics, customers’ satisfaction, lean management, communication, innovation and quality. Common project management body of knowledge does not address many of the listed sources of challenges, particularly in ‘soft’ project management skills where flexibility and tolerance of PMs are necessary. More advanced efforts to figure out and handle important sources of challenges are needed. Such attempts need to entail project managers’ capabilities as well as the organization maturities including some aspects of organisation culture and learning.
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Small Business Management in the 21st Century

Small Business Management in the 21st Century

In his junior year, Frank III created a travel site of his own: Cruisetoanywhere.com. He is involved with every aspect of the site: he takes all calls from the customer service number, produces all the marketing campaigns, and works on contracts with both major and smaller cruise lines. Although the site is still young, it has been very successful. Frank III is learning how larger competitors do business and from their successes and mistakes. Customer service and attention are his first priority. Frank III believes his competitive business edge comes from what he learned from his father’s company and business skills such as planning and managing cash flow from his professors. In addition to his cruise website, Frank III plans to launch another site, Tourstoanywhere.com. He exemplifies the skill set that will characterize the twenty-first-century small business owner: a clear focus on creating value for his customers, a willingness to exploit the benefits of digital technology and e-commerce, and the ability to apply basic business skills to the effective operation of the firm.
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Investment Management - A Model For The 21st Century

Investment Management - A Model For The 21st Century

The Act then goes on to say that this national public interest “and the interest of investors are adversely affected . . . when investment companies are organized, operated, or managed . . . in the interest of . . . investment advisers or underwriters,” rather than in the interests of mutual fund shareholders. Alas, this properly lofty declaration of policy under the Act has not proven susceptible to enforcement. The 1940 Act has done little of substance to reconcile the imbalance of interests between buyers and sellers of mutual funds. Indeed, that imbalance is greater today than at any time since the Act became law nearly six decades ago. And cost, as I have noted, is the villain of the piece, largely accounting for the fact that the annual returns of equity mutual funds have represented, at best, 70% of the market’s annual return during this great bull market decade.
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Management as a Calling: A Blueprint for Management Education in the 21st Century

Management as a Calling: A Blueprint for Management Education in the 21st Century

foundation upon which others may be built. Pre-program guided discernment | The process of exploring one’s vocation requires reflection and discernment. Yet, MBA education is a whirlwind experience in which MBA students have no time to reflect at all. Classes, clubs, social activities, and the hunt for that all- important first summer internship, dominate their attention from the moment they arrive on campus. I have seen many students with no clear sense of their calling upon graduation

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Bringing Occupation into the 21st Century: The effective implementation of occupation by proxy

Bringing Occupation into the 21st Century: The effective implementation of occupation by proxy

control. Equally, if the test for control identifying the occupation was raised the effective control concept would rarely be applicable decreasing the availability of protection for inhabitants. The UNSC presents occupation by proxy with its strongest hope of implementation. The UNSC is able to modify international law when needed to restore international peace and security. Although politically hindered, one could anticipate that the UNSC could advance occupation by proxy if a less politically sensitive scenario arises in future. Eastern Ukraine sits in the uncomfortable position where the UNSC cannot respond under Chapter VII due to Russia’s veto and, nevertheless, the DNR and LNR cannot currently be proven to be under the overall control of Russia. This is a setback for occupation by proxy and the challenge for the future is how can the law of occupation be effectively implemented with the barriers of overall and effective control? Occupation under the law may be factual but enforcement of the obligations require international will and cooperation. Declaring that a non-state actor is under overall control may be a step too far for many during the conflict as opposed to ex post facto determinations such as in the ICTY where political fallout is less of a risk. This is despite the advantages and protections the law of occupation brings to a local population under threat. In time change may occur since it is possible to effectively implement occupation by proxy if driven by the international community and consensus is found on the control tests and the level of obligations applicable. As the International Military Tribunal notes,
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Effective Teaching in Higher Education for the 21st Century Adult Learner

Effective Teaching in Higher Education for the 21st Century Adult Learner

Postobservation. After the seminar, the students were analyzing “A Raisin in the Sun.” Professor Monroe sought ways to discuss the vocabulary differently. This class admittedly was challenging in terms of incorporating active learning strategies, as there were only six students. Professor Monroe was well aware that the students were bored. I suggested a “One minute paper” for students to complete, with questions or statements that they did not understand regarding the terms “assimilationist,” “Prometheus,” and “a dream deferred.” These suggestions did help bring some interaction to the class, so the instructor offered a group exam and thought about having assistance with think/pair/share and how it could work. Think/pair/share gives students a structure for thinking on a specific topic individually, and then they share their ideas with a peer. The learning promotes participation by encouraging a high degree of active engagement as opposed to recitation and question and answer. Professor Monroe admits it will take them time to
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Beyond Time & Motion: work environments for the 21st Century

Beyond Time & Motion: work environments for the 21st Century

‘Thin’ space fits well with other manifestations of organisational ‘thinness’ – flatter hierarchies with swatches of middle management cut away, more energy-efficient buildings with more use of natural light, and a greater emphasis on outsourcing. It also chimes with the rise of the knowledge economy, in which work is no longer rigid, hierarchical, supervised and sequential, as in the industrial economy, but based iteratively and experientially on ideas and innovation, teamwork and trust.

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EMC PerSPECTIVE 21st Century Infrastructure Management

EMC PerSPECTIVE 21st Century Infrastructure Management

Fixed, mobile, managed, and cloud service providers are undergoing organizational, technical and business process change to adapt to what their customers demand in the most rapid, effective, and profitable manner. In this paper, we take a look at what the changing telecoms landscape means for all players in the market: fixed, mobile, and managed service providers (MSP). In sections 1 and 2, we will take a look at the drivers in the telecoms market and the opportunities for service providers to profit from this new world order. New services are essential for survival and to avoid being relegated to mere “dumb pipes” for each company’s services. Key among these are consumer services, such as IPTV and enterprise services, including cloud computing. In both of these markets, telecoms service providers are positioned to profit as they have the skills and infrastructure in place to deliver high-quality IP-based applications and services.
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Management of castles in Poland in the early 21st century /

Management of castles in Poland in the early 21st century /

As mentioned in Section 7.2 of this Chapter, any castle in the data-set, which is classed as non-state owned, would have become so only within the two decades preceding this castle survey, i.e. after 1989. Comparison of forms of castle ownership with their states of preservation (Figures 58-61) suggests that, by a small margin, completely ruined castles are of lesser interest to non- state castle owners than complete castles. At the same time, however, partly ruined castle seem to represent a greater interest to non-state owners, than complete castles. The two observations might indicate that the opportunities that arise during reconstruction or conservation works at a partly ruined castle tend to outweigh the advantages of owning a complete castle, which might require less spending on renovation, but can be more difficult to adjust to new or alternative uses, and, additionally, whose initial market price might be much higher than that of a partly ruined castle.
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Building 21st Century Project Management Skills

Building 21st Century Project Management Skills

The information provided in this unit is essential to participants to help them prepare for their future personal lives, project activities and career goals. This curriculum was created to teach key fundamental project management areas with emphasis on organizing, planning and scheduling work and provides the information needed to organize and structure the work on a project. The participants will learn the fundamental processes of effective Project

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Performance Management and Business Controlling in the 21st Century

Performance Management and Business Controlling in the 21st Century

SAP AG 2002, A02 (Daum) mySAP Financials Conference 53 “I used to believe that changing the culture was the first action that had to be achieved, but on reflection everything I’ve seen over the past decade tells me it’s wrong... Culture changes only after you have altered people’s actions, after the new behavior produces some group benefit for a period of time, and after people see the connection between the new actions and the performance improvement.”

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Challenges Faced by Management Accountants in the 21st Century

Challenges Faced by Management Accountants in the 21st Century

This resulted in recent increases for imposition on regulations; monitoring and sanctions (Loo et.al, 2011) hence indirectly drive the changes in organizations’ activities. This is due to the fact that it is closely connected to ethical failures in the business community (Foote and Bange, 2006). The changes of organizations’ activities due to globalization (Sulaiman et.al, 2008), intense competition (Kariyawasam, 2009), information technology (Talha et.al, 2010) and changes in regulations (Loo et.al, 2011) definitely change the role of management accountants in an organization. Moreover, advances in production technologies, including advanced manufacturing technologies, computer-aided design and computer-aided manufacture also give significant impacts to the companies (Cooper and Dart, 2009). Recent years have witnessed changes in how products and services are supplied and delivered to customers (Cinquini and Tenucci, 2009) as well as advances in information technology (Tuanmat and Smith, 2011). Preparation of information and dissemination become much easier and processing capacities are much greater hence leads to faster customers’ response times (Lobo et.al, 2004). Traditional tools such as standard costing, variance analysis, budgeting and cost volume profit analysis are believed to be no longer adequate to today's manufacturing companies (Tuanmat and Smith, 2011). In global market, intensifying competition has obligated many organizations to use innovative managerial practices such as just in time (JIT), total quality management, advanced manufacturing technology (AMTs) in managing their business. The pressures from market competition have created challenges for management accountants in adapting contemporary management accounting practice such as activity based costing and balance scorecard in order to react to business changing need (Abdel-Maksoud, 2007).
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