Thesis (M.P.A.)--University of Hong Kong, 1995. / Includes bibliographical references. Also available in print.

This study explores how managers are coping within a changing public healthcare service context and how the role of service managers and the nature of Management Development are being transformed. With the public healthcare sector in the UK facing complex challenges including financial constraint and increasing service demand, it is inevitable that collaborative partnership working and service integration are viewed as a means of addressing such challenges. Using the views and experiences of service managers from Scottish Community Health Care Partnership cases, the study highlights the experiences of managers in relation to partnership working and service integration and explores the potential implications of this for managerial learning, training and development. The research evidence establishes the importance of changing roles, responsibilities and relationships for managers in a changing healthcare service environment and takes on board a Service-Dominant approach and propositions from New Public Governance theory to explain these and to address attendant issues. Specifically, the challenges surrounding the learning, training and development of managers in an increasingly integrated services environment are explored and reconceptualised through a Services-as-Systems approach. The outcomes of this study allow for a better understanding of the changing nature of work that managers do and attempts to reframe Management Development in such a context for the future.

Perception is a phenomenon, which comes in contact with IT service at a number of points. At every point certain risks may be identified. Based on IT literature, the research (ITIL Service Design, Quality management for IT services etc.) has identified three core problems: problem of a business needs externalization, problem of a service specification and problem of interpretation of specifications and contracts. For explanation, findings from cognitive and social science, philosophy, marketing and law are used. A synthetic model, which clearly displays the core problems, is created from relevant claims.

Thesis (M.B.A.)--University of Hong Kong, 1998. / Includes bibliographical references (leaf 128-131).

Lean production har under lång tid haft en väsentlig koppling till Toyota Production System (TPS) som förknippas med tillverkningsindustrin. Vid senare skede har lean production utvecklats och format sig till tjänsteföretag i form av “lean service” som bankbranschen har fått fäste om. Inom denna studie har vi studerat hur begreppen RBV, Muda, Lean samt Kaizen kan implementeras i banksektorn för att minska på ineffektiv användning av resurser.    Vi har genomfört semistrukturerade intervjuer med svenska banker som SEB samt Handelsbanken, och vi har kommit fram till att med hjälp av muda (slöseri) och kaizen (ständig förbättring) har bankerna förmågor att utveckla sin verksamhet. Däremot används inte lean som koncept idag, men har gjort det tidigare. Dock arbetar båda bankerna med konceptet Muda och Kaizen utifrån minskat slöseri av resurser inom verksamheten, eftersom att ordet Muda betyder slöseri. Banksektorn är dessutom i ständig utveckling för att förbättra sin verksamhet för omgivningen i helhet. Vilket är en av bankernas stora roller som samhällsbärande, att ständigt förbättra sin verksamhet, och vara förberedda på eventuella katastrofer som kan uppstå, tex som covid-19 som hade en otrolig påverkan på världens ekonomi och landets samhälle i sig.  Som slutsats har vi konstaterat två nyckel teman som varit relevanta i resultatet, dessa är; bankernas begränsningar samt digitalisering. Alltså att bankerna har vissa regler samt lagstiftelser att följa. Samtidigt som de väsentliga processer som utvecklas är i stora drag digitalisering av processer. I syfte att öka effektivitet av processer, genom att minska på antal resurser för bästa möjliga lönsamhet.  Baserat på att det studerade ämnet är relativt nytt, utifrån ett vetenskapligt perspektiv så har studiens metodiska tillvägagångssätt genom semi-strukturerade intervjuer haft en stor roll i studiens insamling av information. Inledningsvis introduceras begreppet lean och muda för att få en djupgående förståelse som läsare om de olika koncepten. / Lean production has for a long time had a significant connection to the Toyota Production System (TPS) which is associated with the manufacturing industry. At a later stage, lean production has developed and formed into service companies in the form of “lean service” which the banking industry has gained a foothold in. In this study, we have studied how the concepts of RBV, Muda, Lean and Kaizen can be implemented in the banking sector to reduce inefficient use of resources.   We have conducted semi-structured interviews with Swedish banks such as SEB and Handelsbanken, and we have concluded that with the help of muda (waste) & kaizen (continuous improvement), the banks have the ability to develop their operations. However, lean is not used as a concept today, but has been in the past. However, both banks work with the concept Muda and Kaizen based on reduced waste of resources within the business, because the word Muda means waste, and the banking sector is constantly evolving to improve its business for the environment as a whole. Which is one of the banks' major roles as a community leader, to constantly improve their operations, and be prepared for any disasters that may arise, such as covid-19 which had an incredible impact on the world economy and the country's society itself. In conclusion, we have identified two key themes that have been relevant in the result, these are; banks' restrictions and digitalisation. That is, the banks have certain rules and laws to follow. At the same time, the essential processes that are being developed are largely digitization of processes. In order to increase the efficiency of processes, by reducing the number of resources for the best possible profitability. Based on the fact that the subject studied is relatively new, from a scientific perspective, the study's methodological approach through semi-structured interviews has played a major role in the study's collection of information. Initially, the concepts of lean and muda are introduced in order to gain an in-depth understanding as a reader of the various concepts.

Next Generation Networks (NGNs) aim to provide a unified network infrastructure to offer multimedia data and telecommunication services through IP convergence. NGNs utilize multiple broadband, QoS-enabled transport technologies, creating a converged packet-switched network infrastructure, where service-related functions are separated from the transport functions. This requires significant changes in the way how networks are managed to handle the complexity and heterogeneity of NGNs. This thesis proposes a Service Oriented Architecture (SOA) based management framework that integrates heterogeneous management systems in a loose coupling manner. The key benefit of the proposed management architecture is the reduction of the complexity through service and data integration. A network management middleware layer that merges low level management functionality with higher level management operations to resolve the problem of heterogeneity was proposed. A prototype was implemented using Web Services and a testbed was developed using trouble ticket systems as the management application to demonstrate the functionality of the proposed framework. Test results show the correcting functioning of the system. It also concludes that the proposed framework fulfils the principles behind the SOA philosophy.

The study investigates knowledge management (KM) practices in the public sector in Botswana. The underlying premise is that good KM leads to efficiency and effectiveness. The study assesses the KM practices in the government departments by means of a questionnaire survey of senior managers. The assumption is that the corporate manager/directors will know what knowledge is there, how knowledge is created, shared and flow in the organization. The main question of this study is whether the Botswana public sector is practicing KM. The study explores the problem and questions by means of a questionnaire survey amongst 43 departmental directors of the Government of Botswana. The overall finding is that information management rather than KM is being practiced. The respondents, senior public service managers, certainly recognize the value of and the need for KM. But, they themselves identify certain weaknesses, such as lack of knowledge of KM among their staff, weak communication inside and across the departments, lack of policy and lack of good KM systems.

<p>The study investigates knowledge management (KM) practices in the public sector in Botswana. The underlying premise is that good KM leads to efficiency and effectiveness. The study assesses the KM practices in the government departments by means of a questionnaire survey of senior managers. The assumption is that the corporate manager/directors will know what knowledge is there, how knowledge is created, shared and flow in the organization. The main question of this study is whether the Botswana public sector is practicing KM. Related questions are:&nbsp / What are the views of public service managers/ directors on the benefits that can be reaped from KM practices?&nbsp / What evidence is there that the public service has a culture of sharing information and knowledge? And how are staff members encouraged to internalize and use new knowledge? How are creativity and new ideas encouraged?&nbsp / Are there appropriate technological resources to facilitate effective KM, for example central knowledge repositories and social networking?The study explores the problem and questions by means of a questionnaire survey amongst 43 departmental directors of the Government of Botswana. The overall finding is that information management rather than KM is being practiced. The respondents, senior public service managers, certainly recognize the value of and the need for KM. But, they themselves identify certain weaknesses, such as lack of knowledge of KM among their staff, weak communication inside and across the departments, lack of policy and lack of good KM systems.<br /> .</p>

The purpose of this DBA is to develop a Customisation Blueprint so that consultancies can provide a more tailored, responsive service to clients. This study seeks to find out what matters to clients when purchasing consultancy, how clients substantiate this and how it affects their decision-making. This study also seeks to establish if the factors influencing buyer’s evaluation of the consultant can be favourably influenced by the consultants. By fulfilling client requirements more precisely and effectively, consultants are able to better serve their clients. In this way they are also able to enhance both ongoing relationship and reputation. The history of consultancy is examined to establish the unfurling and growth of the industry and to understand the forces which have shaped its evolution. Relational and Operations literature is examined to establish what previous research is able to contribute to this quest for understanding what consultants need to do to better serve their clients. Financial Services and Utilities are the two largest private-sector buyers of consultancy. Managers involved in the purchase of consulting services from a selection of these companies were interviewed to capture how consultants are engaged and what selection criteria are the most important. A combination of guidance from the literature and an understanding of what matters to clients is used to develop a systematic approach for consultants to more clearly identify and articulate client needs and thereby serve them better. The outcome is the development of a Customisation Blueprint, a framework to personalise responsiveness and thus enhance customer satisfaction.

The study investigates knowledge management (KM) practices in the public sector in Botswana. The underlying premise is that good KM leads to efficiency and effectiveness. The study assesses the KM practices in the government departments by means of a questionnaire survey of senior managers. The assumption is that the corporate manager/directors will know what knowledge is there, how knowledge is created, shared and flow in the organization. The main question of this study is whether the Botswana public sector is practicing KM. The study explores the problem and questions by means of a questionnaire survey amongst 43 departmental directors of the Government of Botswana. The overall finding is that information management rather than KM is being practiced. The respondents, senior public service managers, certainly recognize the value of and the need for KM. But, they themselves identify certain weaknesses, such as lack of knowledge of KM among their staff, weak communication inside and across the departments, lack of policy and lack of good KM systems.