No description available.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1968. / eContent provider-neutral record in process. Description based on print version record. Bibliography: leaves 217-225.

M.Com. (Business Management)

Thesis (M.S. in Management)--Naval Postgraduate School, December 1990. / Thesis Advisor(s): Suchan, James E. Second Reader: McCaffery, Jerry L. "December 1990." Description based on title screen as viewed on April 01, 2010. DTIC Descriptor(s): Organizations, navy, theses, case studies, strategic materials, surveys, naval operations, personnel, interviewing, management, quality DTIC Identifier(s): Management planning and control, quality control, *management, information centers, quality, case studies, oceanography, theses, TQM (total quality management), quality management, tqm, total quality management Author(s) subject terms: Total Quality Management (TQM), implementation strategy, organizational change, case study, management control system, organizaitonal analysis or assessment, strategic Includes bibliographical references (p. 103-106). Also available in print.

Thesis (M.S. in Management) Naval Postgraduate School, June 1997. / Thesis advisors, Nancy C. Roberts and Mark W. Stone. AD-A331 894. Includes bibliographical references (p. 79-81). Also available online.

No description available.

Almost every day, we see and hear about disasters impacting individuals and households in communities worldwide. Impacts experienced include loss of life and injury, loss of property, and more. Disasters are often devastating for those who experience them. It is for this reason that preparedness is advocated by national and international organizations such as the Federal Emergency Management Agency and the United Nations. And, it is for this reason that researchers have often attempted to assess how prepared people are. Yet, what is this thing they call preparedness? What does it look like? What is involved in becoming a wholly prepared person? One might have assumed that organizations like FEMA and researchers would have addressed these fundamental questions prior to recommending that people become prepared or measuring how prepared people are, but that is not the case. The absence of an understanding of what preparedness is and entails is a critical theoretical gap with significant practical implications. This research explored the basic issue of what preparedness means and entails to people in Fako Division, Cameroon—a place threated by many hazards and which has experienced many disasters. From the analysis of the 33 interviews conducted in this study, the researcher found that preparedness is a dynamic state of readiness that is dependent on context, a social process, and a process of completing activities to save lives and minimize the effects of disasters. In addition, the researcher found that Cameroonians view a wholly prepared person as a) one who would have knowledge about hazards and what to do about them, b) one who would engage others, including their families and neighbors, in discussions about activities related to hazards and what to do about them, and c) one who would engage in activities to minimize loss from hazards, sustain themselves in the face of hazards, and flee from hazards. The findings from the interview data synch to a large extent with what is implied, but not clearly stated, in the existing research literature. The researcher address this synchrony and posit a definition of preparedness and identify the theoretical components of preparedness.

The Virginia Department of Game and Inland Fisheries (VDGIF), prior to this study, knew little about stakeholder desires for wild turkeys, and had no modern means to assess turkey habitat. My objectives were to (1) identify stakeholders in management of wild turkeys in Virginia, assess their attitudes and opinions regarding turkey management, and incorporate that knowledge in developing a management plan for wild turkeys in Virginia; during this process, assess how involvement in a management planning process affects stakeholders and agency personnel, and (2) develop a preliminary habitat assessment for wild turkeys in Virginia. I employed collaborative planning techniques to develop the management plan. I utilized surveys to assess changes in knowledge, attitudes, and opinions by the Stakeholder Advisory Committee (SAC) and VDGIF staff. I performed a review of wild turkey habitat requirements and habitat assessments, and utilized surveys and the Delphi method to select variables and suitability values for the habitat assessment. The SAC improved their knowledge of wild turkeys, and the SAC and Wild Turkey Technical Committee, and became more accepting of public involvement in decision-making. Wildlife Bureau staff placed more importance on minority stakeholders' values, had more positive views of the agency and wild turkey management, and desired professional opinion in decision-making. I developed a 2-step comprehensive habitat assessment for wild turkeys. The first step examines habitat at the landscape-level (5,167 acres); the second step applies a rapid habitat appraisal tool that uses aerial imagery and data collected from on-site inspection to assess habitats of <1,000 acres. / Master of Science

This thesis is about the standardization of the planning phase in a project management office (PMO). The purpose of the research is to find the way to standardize the planning phase in PMO. This purpose is motivated by the relevance of planning phase in projects. Planning is about to forecast, and the consequences of a bad forecasting can be critical for the developing of the project. The research question of the study is the following one:➢ How can the planning phase be standardized in a Project Management Office?To answer this question five interviews have been performed. The interviewees were senior project managers from different companies in Sweden. In order to keep the confidentiality, the names of the managers and the companies which they belong to are omitted. A literature review has been done to set up a theoretical framework and validate the results from the interviews. The study concludes that the only part in planning which can be easily standardized is the work breakdown structure. The results showed that standardization of planning phase as a whole is a big challenge for PMO and also that specialization helps in great measure the standardization of planning.

Moreland Developments (Pty) Limited is KwaZulu-Natal's leading land developer, consistently delivering on its vision of providing sustainable, quality developments across the spectrum of its operating portfolios. However, the changing external environment has recently presented new challenges to the company, raising the question of the appropriateness of the differentiated focus land-only development strategy. The assessment of whether Moreland's business strategy addresses the environments in which it operates is based on a theoretical model. An assessment of the internal operations of Moreland together with an examination of the external environment in which the company competes has uncovered a misalignment between these environments and the strategic direction pursued. The model is used to provide a more appropriate response to the management dilemma of eroding profit margins brought on by, in the main, an increase in infrastructure costs. The outcome of testing strategic options against current internal and external conditions has presented a compelling argument for the shifting of the strategic thrust of Moreland: from pursuing a focused land-only development strategy to one of concentric diversification. By Moreland extending its operations to related businesses and downstream activities, the company is better positioned to extract a greater return where value-added is greatest. Since Moreland does not possess all the core competences and resources in order to undertake the value-added downstream activities, partnering such an initiative with a company that does have such resources will bridge the gap between pure land-only development and property development. The net effect of the concentric diversification strategy will be to spread the risk that Moreland is exposed to and to generate returns that are commensurate with the level of value-added activities. / Thesis (MBA)-University of Natal, 2003.