Global ETD Search

1	Barriers when implementing lean in administrative functions Wendel, Johanna, Abdulhalim, Mohammed January 2014 (has links) Lean is a concept that help companies to become more efficient and more focused on their customers and their goals. Previously lean have mostly been used in production but today it is a trend to implement lean in other types of organizations. To get maximum efficiency in a company all parts and divisions need to be involved in the improvements. Organizations realizes that administrative functions can be the least efficient and that part of the organization need to be changed. There are not yet much research about lean in administrative functions and for an organization that want to implement lean in their administrative environment an understanding of complications and barriers they might face can help. The purpose of this study was to get an insight of what barriers that an organization will face when implementing lean in administrative functions. The theoretical framework was developed for the purpose of this study and it is done by a combination of the lean concept and administrative functions but with a focus on barriers when implementing lean. The framework is presented through four blocks of barriers in the implementation of lean in administrative functions. The four blocks are, lack ofknowledge about lean, lack of management support and involvement, lack of patience and longterm perspective and also lack of motivation. The approach is based on a qualitative study where empirical data have been collected through four Swedish organizations. The organizations have all implemented lean or been part of an implementation of lean in administrative functions. The conclusion of this study is that barriers in administrative functions can be compared to barriers in production and it can be said that they are similar. When implementing lean in administrative functions the barrier lack of knowledge about lean is large as it is common that organizations misunderstand the lean concept and that it can not be used in administrative environment in the same extent as in production. It is also a barrier that the lack of knowledge lead to that the organization do not know how to use the lean concept in their organization. To overcome the barriers the management support and involvement is highly important. The limitations of this study is that the findings need more investigation to be generalized. The chosen barriers for the framework can have affected the conclusion and more barriers can be found. Lean implementation Barriers Administrative functions Engineering and Technology Teknik och teknologier
2	Competitive Strategy Analysis for The Copper Strip Industry in Taiwan Wu, Eugene 09 July 2001 (has links) This thesis uses case study, focus on four manufacturers in copper industry. Base on Porter¡¦s generic strategies ¡V Over all cost leadership, Focus, Differentiation, with diversification and joint venture, all together five competitive strategies as the foundations of investigate structure. And I have made the matrix chart and a survey base on the five administrative functions. I observe individually for four copper manufacturers¡¦ competitive strategies, which are approved by customers, to find out if each of them has had effect in the market. Finally, I use Michael E. Porter¡¦s competitive advantage to test the industry environment, mean while forecasting the coming 3-5 years of First Copper Technology Co., Ltd. base on the theories of SWOT and PEST as the following: 1. Having joint venture with copper manufacturers in Mainland China or East Europe to get products to compete with local manufacturers, and no longer produce low attach value products. 2. Combine Japanese or Korea wholesalers or set up a trading company to sell high attach value product in local areas in Japan and Korea. 3. Total output needs to be maintained by lowering the cost, but the products should be developed in high attach value categories like lead frame and other high level alloy products, to get alone with new developments. Joint Venture Five Administrative Functions Focus Five Competitive Strategies Diversification Differentiation Over All Cost Leadership
3	Wenslikheid van geregtelike beheer oor die werksaamhede van staatsdepartemente met besondere verwysing na die Departement van Binnelandse Sake Van Heerden, Michael, 1953- 06 1900 (has links) Text in Afrikaans / Die studie is onderneem om die wenslikheid van geregtelike beheer wat die Hooggeregshof van Suid-Afrika oor die werksaamhede van staatsdepartemente uitoefen te bepaal. Daar word na die funksies van die Departement van Binnelandse Sake verwys ten einde bepaalde werksaamhede van daardie Departement as voorbeeld te laat dien in die beantwoording van bogestelde vraag. Ter aanvang word voor-unie regeringinstellings en -openbare dienste, die ontstaan van Suid-Afrikaanse staatsdepartemente en die doelgerigtheid van open bare dienste beskryf. Daarna word die wyses waarop beheer oor die werksaamhede van 'n staatsdepartement asook hoe beheer in 'n departement uitgeoefen word, uiteengesit. Nadat die doeltreffendheid en effektiwiteit van bestaande beheer ontleed, en die beheer wat die Hooggeregshof uitoefen van die van ander beheerinstellings onderskei word, word geregtelike beheer en statutere beperkings daarop beskryf. Die studie strek oor 'n tydperk wat eindig op 27 April 1994. Daar is bevind dat geregtelike beheer afsonderlik of tesame met ander wyses van beheer, en sander statutere beperkings daarop, uitgeoefen behoort te word. / The study was undertaken to determine the desirability of judicial control which the Supreme Court of South Africa exercises over the activities of state departments. The functions of the Department of Home Affairs are referred to in order that particular activities of that Department may serve as an example when answering the above-stated question. Initially, government institutions and public services prior to union, the origin of South African state departments and the purpose of public services are described. Thereafter the modes by which control is exercised over the activities of a state department and how control is exercised in a department, are set out. After an analysis of the efficiency and effectiveness of existing control, and the control exercised by the Supreme Court is distinguished from that of other controlling institutions, judicial control and statutory limitations thereon are described. The study covers a period ending on 27 April 1994. It is found that judicial control should be exercised separately or in conjunction with other modes of control, and without statutory limitations. / Public Administration and Management / M.A. (Publieke Administrasie) Control Judicial control State departments Controlling institutions Administrative functions Public services Welfare of inhabitants Rights and interests Purpose Efficiency and effectiveness 353.30968 State departments -- South Africa Executive departments -- South Africa
4	Wenslikheid van geregtelike beheer oor die werksaamhede van staatsdepartemente met besondere verwysing na die Departement van Binnelandse Sake Van Heerden, Michael, 1953- 06 1900 (has links) Text in Afrikaans / Die studie is onderneem om die wenslikheid van geregtelike beheer wat die Hooggeregshof van Suid-Afrika oor die werksaamhede van staatsdepartemente uitoefen te bepaal. Daar word na die funksies van die Departement van Binnelandse Sake verwys ten einde bepaalde werksaamhede van daardie Departement as voorbeeld te laat dien in die beantwoording van bogestelde vraag. Ter aanvang word voor-unie regeringinstellings en -openbare dienste, die ontstaan van Suid-Afrikaanse staatsdepartemente en die doelgerigtheid van open bare dienste beskryf. Daarna word die wyses waarop beheer oor die werksaamhede van 'n staatsdepartement asook hoe beheer in 'n departement uitgeoefen word, uiteengesit. Nadat die doeltreffendheid en effektiwiteit van bestaande beheer ontleed, en die beheer wat die Hooggeregshof uitoefen van die van ander beheerinstellings onderskei word, word geregtelike beheer en statutere beperkings daarop beskryf. Die studie strek oor 'n tydperk wat eindig op 27 April 1994. Daar is bevind dat geregtelike beheer afsonderlik of tesame met ander wyses van beheer, en sander statutere beperkings daarop, uitgeoefen behoort te word. / The study was undertaken to determine the desirability of judicial control which the Supreme Court of South Africa exercises over the activities of state departments. The functions of the Department of Home Affairs are referred to in order that particular activities of that Department may serve as an example when answering the above-stated question. Initially, government institutions and public services prior to union, the origin of South African state departments and the purpose of public services are described. Thereafter the modes by which control is exercised over the activities of a state department and how control is exercised in a department, are set out. After an analysis of the efficiency and effectiveness of existing control, and the control exercised by the Supreme Court is distinguished from that of other controlling institutions, judicial control and statutory limitations thereon are described. The study covers a period ending on 27 April 1994. It is found that judicial control should be exercised separately or in conjunction with other modes of control, and without statutory limitations. / Public Administration and Management / M.A. (Publieke Administrasie) Control Judicial control State departments Controlling institutions Administrative functions Public services Welfare of inhabitants Rights and interests Purpose Efficiency and effectiveness 353.30968 State departments -- South Africa Executive departments -- South Africa
5	PROMĚNA AREÁLU BRNĚNSKÝCH VELETRHŮ - Transformace západní části areálu BVV / TRANSFORMATION OF THE TRADE FAIR AREA IN BRNO - Transforming the western part of the BVV Figlovská, Petra January 2017 (has links) The diploma project is focused on finding a new urban solution for the Brno Exhibition Center. Based on the theoretical assumptions, it develops an urban strategy for the transformation of the western part of the BVV area. The central theme is the relocation of administrative functions and accompanying exhibition functions from the eastern part to the western part of the fairground. The main spatial concept of the study focuses primarily on the location of a new fire station.
6	The relationship between managerial motivation and sense of coherence Coetzee, Marius Gideon 06 1900 (has links) The purpose of this research is to determine whether a relationship exists between two constructs, namely managerial motivation and sense of coherence and to determine whether any variance exists between two groups of people in terms of the mentioned constructs. The study was conducted on a total sample of 124 employees of the Agricultural Research Council (ARC) which was divided into two groups, namely managers and supervisors in view of the position they held at the Agricultural Research Council. The results of the study indicated that a significant positive relationship exists between the dimensions of managerial motivation and the dimensions of sense of coherence of the total sample. There is also a significant variance in terms of two dimensions between the two groups, namely power motive as dimension of managerial motivation and meaningfulness as dimension of sense of coherence. / Industrial and Organisational Psychology / M.A. (Industrial Psychology) Managerial moivation Sense of coherence Attitude towards authority figures Competitiveness Assertiveness Power motive Desire for a distinctive group role Meaningfulness Comprehension Manageability 658.314 Employee motivation Motivation (Psychology) Employees -- Attitudes Executive ability Locus of control Clinical health psychology Sense of coherence
7	The Bill of Rights in public administration Van Heerden, Michael, 1953- 01 January 2002 (has links) Contemporary South Africa prides itself on having a Bill of Rights. For 84 years (1910 to 1994) public administration regulated the general welfare and lives of inhabitants in the finest detail, while being subject to almost only the whims and political objectives of the governing authority. On 27 April 1994 the 1993 Constitution introduced a constitutional obligation and radical change to the manner in which public administration must be exercised. Today, still an infant in experience relating to a bill of rights, public administration must be exercised with the Bill of Rights as an integral part of this inhabitant / governing authority interaction. The primary aim of this study is to attempt to describe the manner in which public administration was exercised, firstly, during constitutional dispensations prior to 1994 and, secondly, since public administration became subject to constitutionally entrenched fundamental rights. The empirical investigation is aimed at exploring and analysing the extent to which public administration has realised the constitutional obligation in practice. The results of the empirical investigation highlighted, primarily, that the majority of the officials that participated in the survey do not know of the Bill of Rights, and that half of those who do know of the Bill have little knowledge of its provisions. More than half of the respondents lack awareness of section 195 of the 1996 Constitution, which states that public administration must be governed by democratic principles enshrined in the Constitution. Barely one tenth of respondents were informed of the significance of the Bill and its role regarding public administration. The majority of respondents have not of their own accord studied the Bill and the Bill does not have the desired effect on the manner in which public administration is exercised. Two thirds of respondents have mixed perceptions as to whether to serve the interests of inhabitants above the political objectives of the governing authority and less than a quarter of respondents give recognition to the Bill when rendering public services. It seems as if South African public administration has a long way to go in adhering to its constitutional obligation in practice. / Public Administration / D. Litt et Phil.(Public Administration) Public administration Public sector Public officials Public administrative functions Bill of Rights Fundamental rights Entrenched fundamental rights 353.480968 Administrative law -- South Africa South Africa -- Politics and government South Africa. Constitution
8	The relationship between managerial motivation and sense of coherence Coetzee, Marius Gideon 06 1900 (has links) The purpose of this research is to determine whether a relationship exists between two constructs, namely managerial motivation and sense of coherence and to determine whether any variance exists between two groups of people in terms of the mentioned constructs. The study was conducted on a total sample of 124 employees of the Agricultural Research Council (ARC) which was divided into two groups, namely managers and supervisors in view of the position they held at the Agricultural Research Council. The results of the study indicated that a significant positive relationship exists between the dimensions of managerial motivation and the dimensions of sense of coherence of the total sample. There is also a significant variance in terms of two dimensions between the two groups, namely power motive as dimension of managerial motivation and meaningfulness as dimension of sense of coherence. / Industrial and Organisational Psychology / M.A. (Industrial Psychology) Managerial moivation Sense of coherence Attitude towards authority figures Competitiveness Assertiveness Power motive Desire for a distinctive group role Meaningfulness Comprehension Manageability 658.314 Employee motivation Motivation (Psychology) Employees -- Attitudes Executive ability Locus of control Clinical health psychology Sense of coherence
9	The Bill of Rights in public administration Van Heerden, Michael, 1953- 01 January 2002 (has links) Contemporary South Africa prides itself on having a Bill of Rights. For 84 years (1910 to 1994) public administration regulated the general welfare and lives of inhabitants in the finest detail, while being subject to almost only the whims and political objectives of the governing authority. On 27 April 1994 the 1993 Constitution introduced a constitutional obligation and radical change to the manner in which public administration must be exercised. Today, still an infant in experience relating to a bill of rights, public administration must be exercised with the Bill of Rights as an integral part of this inhabitant / governing authority interaction. The primary aim of this study is to attempt to describe the manner in which public administration was exercised, firstly, during constitutional dispensations prior to 1994 and, secondly, since public administration became subject to constitutionally entrenched fundamental rights. The empirical investigation is aimed at exploring and analysing the extent to which public administration has realised the constitutional obligation in practice. The results of the empirical investigation highlighted, primarily, that the majority of the officials that participated in the survey do not know of the Bill of Rights, and that half of those who do know of the Bill have little knowledge of its provisions. More than half of the respondents lack awareness of section 195 of the 1996 Constitution, which states that public administration must be governed by democratic principles enshrined in the Constitution. Barely one tenth of respondents were informed of the significance of the Bill and its role regarding public administration. The majority of respondents have not of their own accord studied the Bill and the Bill does not have the desired effect on the manner in which public administration is exercised. Two thirds of respondents have mixed perceptions as to whether to serve the interests of inhabitants above the political objectives of the governing authority and less than a quarter of respondents give recognition to the Bill when rendering public services. It seems as if South African public administration has a long way to go in adhering to its constitutional obligation in practice. / Public Administration and Management / D. Litt et Phil.(Public Administration) Public administration Public sector Public officials Public administrative functions Bill of Rights Fundamental rights Entrenched fundamental rights 353.480968 Administrative law -- South Africa South Africa -- Politics and government South Africa. Constitution
10	La responsabilité des centres d'arbitrage / The liability of arbitral instituions Elatafy, Sherif 23 May 2016 (has links) Les litigants sollicitent les centres d’arbitrage pour diriger l’arbitrage dans toutes ses phases afin de donner une garantie supplémentaire qui assure la validité de la sentence arbitrale. Compte tenu du rôle important que les centres d’arbitrage jouent pendant l’instance arbitrale, les litigants mécontents de la sentence arbitrale ou du jugement annulant la sentence tentent d’engager la responsabilité du centre d’arbitrage dès lors qu’il a surveillé, dirigé et participé au rendu de la sentence.De plus en plus la responsabilité des centres d’arbitrage est mise en cause devant les juridictions étatiques différentes, les fonctions et les pouvoirs exercés par les centres d’arbitrage ainsi que le régime de responsabilité leur est applicable font l’objet d’une attention critique de la part de la doctrine dans plusieurs systèmes juridiques. On s’interroge sur l’origine des rapports qui lient les centres d’arbitrage aux autres acteurs de l’arbitrage, sur les obligations et les pouvoirs conférés aux centres d’arbitrage, et sur les fonctions exercées par les centres d’arbitrage pour établir enfin un régime de responsabilité homogène et pertinent à l’égard des fonctions exercées par les centres d’arbitrage qui a une vocation à s’appliquer dans la majorité des systèmes juridiques / Parties to arbitration seek arbitral institutions to administrate their arbitration in order to have an extra guarantee that ensures the validity of the arbitral award. Given the role that arbitral institutions play during the arbitral procedure, parties unsatisfied either by the arbitral award or the annulment of the award tend to claim the liability of arbitral institution for the awards it had supervised, administered and participated in.The more the allegations of liability raise against the arbitral institutions before courts, the more the issue of arbitral institutions’ functions, powers and liability becomes controversial in different jurisdictions. Therefore, the present study tends to clarify the origin of the relationship existing between arbitral institutions and other parties involved in the arbitration at issue, the duties and powers assigned to the arbitral institutions and the functions performed by the arbitral intuitions, which helps eventually in establishing a kind of liability that complies with the functions performed by the arbitral institutions and can be applied in many jurisdictions. Centre d’arbitrage Arbitrage institutionnel Fonctions administratives Fonctions juridictionnelles Sentence arbitrale Acte juridictionnel Responsabilité civile Contrat d’entreprise Contrat de direction d’arbitrage Décision institutionnelle Faute lourde Faute intentionnelle Clause exclusive de responsabilité Immunité Récusation d’arbitre Examen prima facie Approbation Protection conventionnelle Arbitral institutions Institutional arbitration Administrative functions Judicial functions Arbitral award Judicial conduct Civil liability Business contract Agreement to administrate an arbitration Institutional decision Gross negligence Willful misconduct Condition excluding liability Immunity Forum Challenging arbitrator Prima facie examination Consensual protection 340

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