共查询到20条相似文献,搜索用时 0 毫秒
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Many nonprofits can benefit greatly from integrating their strategic, marketing and fundraising planning into an environmentally comprehensive process. Even during this critical period for them, many nonprofits typically have failed to implement this type of integrated planning because their corporate culture often nurtures: an inner process focus, leadership pathologies, professional balkanisation, reluctance to accept advancement as a global organisational activity, an unwillingness to accept the realities of a moving market and a lack of political will to undertake social advocacy on behalf of their clients. In order to succeed in the future, nonprofit organisations will need to approach strategic planning through an interdisciplinary methodology that will be shaped by multiple market audits focusing on: mission and institutional capabilities, image and competitive analysis, philanthropic feasibility and flexible integration of revenue/resource development. Nonprofits that adopt this interdisciplinary process will be rewarded by enhanced fundraising returns, once re-founded on a culture that has remained mission-relevant while becoming market-driven. The nonprofit that bases its planning on more effective use of intelligence gathering and flexible focusing of its human and financial capital will be more capable of acting upon a fluid environment and realising the institution's optimal future. 相似文献
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A management planning model for the delivery of family planning services is presented. Markovian probabilistic properties have been adapted for projecting patient flow for a set of various alternative strategies for scheduling patient visits in a health care system. By quantitatively formulating the scheduling problem in terms of pertinent inputs, management objectives and imposed restrictions, optimization of patient flow in the system for efficient utilization of health care resources is achieved through standard linear programming techniques. 相似文献
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McChesney H 《Hospital materiel management quarterly》1995,17(2):31-36
This case study describes how one company involved multiple levels of all functions to develop a comprehensive strategic plan that drives the continuous improvement initiative. The process involves clearly defining a mission, assessing the current situation, developing goals designed to achieve a preferred future status, and establishing the specific tactics to move toward that preferred future. The plan then drives integrated efforts throughout the organization to help manage the business of providing the highest quality products and services to meet current and anticipated customer requirements. 相似文献
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The purpose of this paper is to present a general conjectural variation model to provide an integrative treatment of strategic management under duopoly. It is shown that the nature of the desired distortion of managers' incentives depends critically on the magnitudes of the managers' conjectural variations with respect to outputs as well as the owners' conjectural variations with respect to incentives. In particular, it has been demonstrated that when the owners' conjectural variations with respect to incentives are zero, the owners will motivate their managers to maximize profits and provide no incentives for sales under consistent conjectures. However, the owners make their managers behave more (less) aggressively and produce more (less) than profit-maximizers if the managers' conjectural variations with respect to outputs are larger (smaller) than the actual response. 相似文献
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Pengfei Yi Author VitaeAuthor Vitae Jomon Aliyas Paul Author Vitae Author Vitae 《Socio》2010,44(3):151-160
Hospitals are an integral part of a society's critical functions designed to respond to man-made and natural disasters. Effective hospital capacity planning can significantly enhance the capability and effectiveness of treatment for emergency patients with injuries resulting from a disaster. Such information can be used for patient/ambulance routing, resource planning, and emergency operations management. In the current paper, we develop a generic simulation model that is capable of representing the operations of a wide range of hospitals given an earthquake disaster situation. Using results from our simulations, generalized regression equations are fitted to obtain steady-state hospital capacities. A parametric metamodel is then developed to predict transient capacity for multiple hospitals in the disaster area in a timely manner, as demanded by emergency operations management for guiding the routing and treatment of injured people. 相似文献
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Material requirements planning (MRP) is a planning and information system that has widespread application in discrete-parts manufacturing. The purpose of this article is to introduce ideas that can improve the flow of material through complex manufacturing systems operating under MRP, and that can increase the applicability of MRP within diverse manufacturing environments.MRP models the flow of material by assuming that items flow from work station to work station in the same batches that are used in production. That is, once work starts on a batch of a certain item at a certain work station, the entire batch will be produced before any part of the batch will be transported to the next work station on its routing plan. Clearly, efficiency can be increased if some parallelism can be introduced. The form of parallelism investigated here is overlapping operations.Overlapping operations occurs when the transportation of partial batches to a downstream work station is allowed while work proceeds to complete the batch at the upstream work station. The potential efficiencies to be gained are the following:
- • Reduced work-in-process inventory
- • Reduced floor space requirements
- • Reduced size of transfer vehicles
- • Limited size of transfer vehicles dictate that several transfers should be planned.
- • Lead time requirements prohibit nonoverlapped operations.
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Wil Williams 《Public Management Review》2013,15(5):653-671
Abstract This article highlights the applicability and effectiveness of two well established strategic management tools, value chain and stakeholder analyses, in the context of seven public sector strategic consultancy projects. The article provides a strong justification for the use of both models, when used independently, but particularly in conjunction, as powerful strategic analytical frameworks that can significantly encourage and illuminate strategic discourses in public sector organizations. The article establishes that strategic tools such as value chain analysis, when applied in the public sector context, require significant adaptation to maximize their contribution to understanding a given situation. This study proposes that the strategic analysis of relationships that build or contribute to concepts of organizational value are of limited importance if the complex web of interdependent relationships themselves are not clearly demonstrated. This work therefore makes a clear case for applying two strategic models, value chain analysis and stakeholder analysis, in an analogous way to demonstrate how strategic understanding in the public sector is enhanced as a result of such symbiosis. 相似文献
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Master production scheduling, component lot sizing, and capacity requirements planning represent three important modules of material requirements planning (MRP) systems. Coordinating these three modules has been largely dependent on managerial judgment and experience. In this research, five different strategies for integrating these modules are empirically investigated. These strategies differ mainly in the extent to which the modules are coordinated. The impact of the shop, product, component and cost characteristics is measured by varying ten experimental factors. The research findings so obtained provide several guidelines on the effectiveness of each strategy in different environmental settings. 相似文献
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Abstract As a new and flatter organization replaces the traditional public organization, it would need more of strategic public management. Key decisions in team production relate to the employment of outcome measures for both monitoring of real activities as well as the reform of the structuring of these activities. Only outcome measures could constitute the starting-point for public sector strategic management. A concept of strategic management for public services must include a theory of public leadership, resulting from the mechanism of credit and commitment on the part of the team providing services. A theory of strategic public management must take into account the specific features of the public sector as well as include the implications of rule of law. Given the criticisms of the rational decision model, a theory of strategic management must pay attention to the lessons from public administration about bounded rationality and the possibility of pathologies or organized foolishness in public organization. 相似文献
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