MIS在工商管理中的应用研究

管理信息系统在现代社会中已经深入到企业管理的方方面面。成功开发企业管理信息系统应用水平当务之急是提高企业自身的科学管理意识,以及具备科学的开发方法。因此对管理信息系统MIS有必要进行深入的研究了解,以便提高MIS开发效率。     

浅谈MIS开发中的系统分析

系统分析是整个开发工作的前提,其工作性质主要是分析人员同用户之间的沟通,随着IT技术的发展,系统开发对分析人员素质提出了更高的要求。在管理信息系统(MIS)开发中,许多开发团队对系统分析的特点及重要性认识不足,致使在开发过程中引发各种问题。本文结合实际,对MIS开发中系统分析工作的特点及重要性进行了分析。     

企业MIS开发存在的问题及对策探析

本文分析了企业MIS管理信息系统开发的现状及开发中存在的问题及原因,探讨了解决企业MIS开发问题的思路、方法。     

Access 2003——小型企业应用的典型数据库

当前,各单位MIS（Management Information System,管理信息系统）系统的开发已经得到广泛的使用,利用Internet可以对人员的基本信息进行高效率的管理。管理系统必要的数据库系统种类繁多,选择合适的教据库对于系统的应用与企业的管理至关重要。     

基于供应链的企业物流管理信息系统(MIS)安全策略研究

企业物流管理信息系统(MIS)是应用于企业物流管理的一种先进的管理思想和方法。在企业物流MIS中,企业可以随时查询库存的动态信息,进行库存物流信息化管理,在企业信息构成的基础上,构建库存管理信息系统设计的各个模块的运行界面,系统的安全设计策略尤为重要。所以对供应链进行研究分析,强化企业物流管理信息系统的安全策略具有决定性的意义。     

发电企业MIS建设若干问题研究

本文介绍了发电企业建设MIS(management information system,管理信息系统)的重要性,对发电企业建设实施MIS的过程中应关注的重点问题进行了探讨,提出了一些建议。     

对配电信息系统开发的探讨

电力企业生产管理信息系统涉及业务部门较多,这些部门的共同特点是数据量庞大,报表繁多,各种操作规程详细而严格,多种日志需要填写。针对供电企业生产业务特点,我们按照现代管理思想设计、开发了配电网电力生产管理信息系统,主要由MIS系统和可供选择的GIS系统两部分组成并实现全局信息共享。此系统基本覆盖了供电企业生产业务部门的各个方面。     

高校网络化行政办公管理信息系统设计研究

本文主要对高校网络化行政办公管理信息系统设计问题进行了研究。本文首先研究了高校网络化行政办公MIS的需求分析,然后探讨了高校网络化行政办公MIS的概要设计,最后研究了高校网络化行政办公MIS的安全设计。     

基于ASP.NET的在线考试系统的设计研究

随着Internet技术的发展,开发基于Web的管理信息系统(MIS)、最大限度利用职业技术学校现有资源、提高教学质量是职业技术学校教学上的新的研究课题.本文针对ASP.NET的在线考试系统的设计进行了分析.     

发电厂基建管理信息系统建设探讨

随着我国经济建设不断发展,电力建设项目在不断启动,运用基建管理信息系统进行火电基建项目的管理已成必然。本文从基建MIS规划、设计、建设、实施、应用等方面对建设基建管理信息系统进行了探讨。     

基于目标管理的团队建设研究

越来越多的组织正在用团队的形式进行生产运营活动,如何建设高效优秀的团队已经被越来越多的企业关注,本文在团队定义的基础上,以目标管理为切入点,详述了组织如何将目标管理运用于团队建设中,讨论了组织在打造高效团队需要遵循的几点原则。     

Top Management Team Advice Seeking and Exploratory Innovation: The Moderating Role of TMT Heterogeneity

Research on strategic decision making has considered advice‐seeking behaviour as an important top management team attribute that influences organizational outcomes. Yet, our understanding about how top management teams utilize advice to modify current strategies and pursue exploratory innovation is still unclear. To uncover the importance of advice seeking, we delineate between external and internal advice seeking and investigate their impact on exploratory innovation. We also argue that top management team heterogeneity moderates the impact of advice seeking on exploratory innovation. Findings indicated that both external and internal advice seeking are important determinants of a firm's exploratory innovation. In addition, we observed that top management team heterogeneity facilitates firms to act upon internal advice by combining different perspectives and developing new products and services. Interestingly, heterogeneous top management teams appeared to be less effective to leverage external advice and pursue exploratory innovation.     

Managing sourcing team effectiveness: The need for a team perspective in purchasing organizations

To meet today’s high demands on the purchasing function, sourcing teams have become the standard in contemporary corporate purchasing organizations. Sourcing teams are often started with high expectations. However, after making a promising start many of these teams appear to be unable to operate effectively and to meet management expectations. This study shows that sourcing team effectiveness is particularly hindered by a lack of team perspective in many purchasing organizations. In this paper, the results of a large-scale, cross-sectional survey to address the success factors for sourcing teams are discussed. We aim to clarify the factors behind sourcing team performance, taking into account the specific task and organizational context. It is concluded that purchasing executives should shift their focus towards employee involvement and team processes, to enable teams to actually meet and even surpass the expectations placed on them.     

高管团队异质性与企业战略变革

高层管理团队在企业战略管理中发挥着决定性作用,是企业战略变革的关键因素之一。高层管理团队异质性会对团队的内部沟通、凝聚力以及决策的效率和质量产生影响,最终对企业的战略变革产生影响。本文首先对国内外高管团队异质性的相关研究进行文献综述,在此基础上提出高层管理异质性对战略变革的影响取决于高管团队能否达成战略变革共识。战略变革共识的达成则要求高管团队整合和利用异质性带来的资源丰富性,并且正确处理团队冲突。     

Conflict Management for Effective Top Management Teams and Innovation in China*

abstract Top management teams may be critical for developing organizations that can keep abreast of marketplace changes and innovate. Several streams of strategy research have argued that conflict and diversity promote top management team effectiveness. This study proposes that how top management teams manage conflict can greatly contribute to their effective leadership of organizational innovation. A total of 378 executives from 105 organizations in China completed measures of conflict management (cooperative, competitive, and avoiding) and productive conflict (an outcome of conflict). Separately, 105 CEOs from these firms indicated their team's effectiveness and their organization's innovativeness. Results support the theory that conflict management can contribute to making top management teams effective. Structural equation analysis suggests that cooperative conflict management promotes productive conflict and top management team effectiveness that in turn result in organizational innovation. These results, coupled with previous research, were interpreted as suggesting that cooperative conflict management is an important contributor to effective top management teams even in the collectivist culture of China.     

The Difficult but Necessary Task of Developing a Specific Project Team Research Agenda

Project teams are central to organizations everywhere; however, there is a knowledge gap between project management scholars on the one hand and organizational behavior and industrial–organizational (OB/IO) scholars on the other. This gap seriously impedes the advancement of knowledge, because scholars from both fields have not leveraged each other's considerable knowledge and might be relying on outdated models and evidence to study project team phenomena, manage project teams, or develop university curricula. A call is made for interdisciplinary research projects devoted specifically to developing a research agenda on project teams.     

组织变革中互惠性偏好对领导团队协同的影响研究——基于隐性知识转移的视角

团队间管理技能的学习通过隐性知识转移实现,组织变革中管理团队合作效果受文化的制约,直接影响着团队技能的提升,基于互惠性偏好的管理团队隐性知识转移的内在机理是解决这一困境的有效方式。文章分析管理团队隐性知识转移过程,变革过程中互惠性偏好对管理团队隐性知识转移的影响,构建变革过程中互惠性偏好影响管理团队隐性知识转移的基本模型,并对变革管理团队进行现实分析。     

The role of experience in six sigma project success: An empirical analysis of improvement projects

Recent learning-by-doing research highlights the importance of examining multiple measures of experience and their relationship to the performance of work teams. Our paper studies the role of individual experience, organizational experience, team leader experience, and experience working together on a team (team familiarity) in the context of improvement teams. To do so, we analyze successful and failed six sigma improvement team projects at a Fortune 500 consumer products manufacturer with multiple business groups. Such improvement project teams focus on deliberate learning, which differs from the primary focus of work teams.Our analysis uses archival data generated by these improvement project teams over a six year time span. Of the four experience variables we study, we find that team leader experience exhibits the strongest relationship with project success, followed by organizational experience. Further, in contrast to prior-related research on work teams, we find no relationship between individual experience or team familiarity and project success beyond that explained by team leader and organizational experience. These results suggest that a well-developed and deployed structured problem-solving process—characteristic of effective six sigma deployments—may reduce the importance of team familiarity in the context of improvement teams.     

民营医院医疗虚拟团队整体的质量协调机制研究

医疗质量是民营医院的核心竞争力,受到虚拟团队分散性和动态性影响,民营医院医疗虚拟团队医疗质量协调管理是非常必要的。鉴于虚拟团队的动态性,本文构建了基于动态合约的质量协调管理机制,从医院与成员、医院评价小组与成员、团队管理者与成员等三个角度,分合作初、合作中、合作完成三个阶段,为民营医院医疗虚拟团队的质量协调管理提供一种较好的解决方案。     

A conceptual framework for leveraging team composition decisions to build human capital

Twenty-first century organizations often rely on teams to enact their strategy and to enhance their flexibility in interacting with their external environment over time. Team composition, or the configuration of team member attributes, can influence team effectiveness and is an important consideration in the management of teams. To date, however, there is limited guidance on how seemingly smaller team composition decisions can contribute to organizational effectiveness and competitive advantage. We draw on strategic human resource management (HRM), HRM, and industrial and organizational psychology literatures to develop a conceptual framework for strategic team composition decisions. We describe how organizations use teams to enact their strategy (i.e., fit), and use adaptive teams and networks of teams to achieve fit in a dynamic environment (i.e., flexibility). Using the concepts of fit and flexibility, we develop four guiding principles for strategic team composition decisions.