Spelling suggestions: "subject:"managemement frameworks"" "subject:"managementment frameworks""
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ADAPTIVE MANAGEMENT OF MIXED-SPECIES HARDWOOD FORESTS UNDER RISK AND UNCERTAINTYVamsi K Vipparla (9174710) 28 July 2020 (has links)
<p>Forest management
involves numerous stochastic elements. To sustainably manage forest
resources, it is crucial to acknowledge
these sources as uncertainty or risk, and incorporate them in adaptive
decision-making. Here, I developed several stochastic programming models in the
form of passive or active adaptive management for natural mixed-species
hardwood forests in Indiana. I demonstrated how to use these tools to deal with
time-invariant and time-variant natural disturbances in optimal planning of
harvests.</p>
<p> Markov decision process (MDP)
models were first constructed based upon stochastic simulations of an empirical
forest growth model for the forest type of interest. Then, they were optimized
to seek the optimal or near-optimal harvesting decisions while considering risk
and uncertainty in natural disturbances. In particular, a classic
expected-criterion infinite-horizon MDP model was first used as a passive
adaptive management tool to determine the optimal action for a specific forest
state when the probabilities of forest transition remained constant over time.
Next, a two-stage non-stationary MDP model combined with a rolling-horizon
heuristic was developed, which allowed information
update and then adjustments of decisions accordingly. It was used to determine
active adaptive harvesting decisions for a three-decade planning horizon during
which natural disturbance probabilities may be altered by climate change.</p>
<p> The empirical results can be used
to make some useful quantitative management recommendations, and shed light on
the impacts of decision-making on the forests and timber yield when some
stochastic elements in forest management changed. In general, the increase in
the likelihood of damages by natural disturbance to forests would cause more
aggressive decisions if timber production was the management objective. When
windthrow did not pose a threat to mixed hardwood forests, the average optimal
yield of sawtimber was estimated to be 1,376 ft<sup>3</sup>/ac/acre, while the
residual basal area was 88 ft<sup>2</sup>/ac. Assuming a 10 percent per decade probability
of windthrow that would reduce the stand basal area considerably, the optimal sawtimber yield per decade would
decline by 17%, but the residual basal area would be lowered only by 5%. Assuming
that the frequency of windthrow increased in the magnitude of 5% every decade
under climate change, the average sawtimber yield would be reduced by 31%, with
an average residual basal area slightly around 76 ft<sup>2</sup>/ac. For
validation purpose, I compared the total sawtimber yield in three decades
obtained from the heuristic approach to that of a three-decade MDP model making
<i>ex post</i> decisions. The heuristic
approach was proved to provide a satisfactory result which was only about 18%
lower than the actual optimum.</p>
These findings highlight the need for landowners, both private and
public, to monitor forests frequently and use flexible planning approaches in
order to anticipate for climate change impacts. They also suggest that climate
change may considerably lower sawtimber yield, causing a concerning decline in
the timber supply in Indiana. Future improvements of the approaches used here are
recommended, including addressing the changing stumpage market condition and
developing a more flexible rolling-horizon heuristic approach.
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Developing a strategic management framework for information technology migration to free open source software in the South African public sectorNgeleza, Bangani Eric 07 June 2012 (has links)
The Government of South Africa adopted a policy on Free Open Source Software (FOSS) in 2003. This policy requires all government entities to migrate their IT to open source. This adoption of the FOSS policy is based on evidence of potential FOSS contributions to economic development generally, and directly support South African economic development priorities. In spite of the adoption of this policy, rates of adoption of FOSS in the SA government are low. This is partly because there is a lack of documentation of successful cases of migration. In addition, there is no strategic management framework that managers can use as a guide for migration. This lack of documentation may result in managers in government finding it difficult to know how best to go about migrating to FOSS. A failure to address this problem will delay the take-up of FOSS, in spite of all its stated benefits. Evidence so far within the government of South Africa is that the adoption of FOSS is progressing rather slowly.
Making use of a qualitative research method that combines grounded theory with a case study method in four South African Government organisations, this study develops a strategic management framework for IT migration to FOSS in the South African public service. The four organisations that were part of this study were: the National Library of South Africa; the Presidential National Commission on Information Society and Development; the Electronic National Traffic Information System and the State Information Technology Agency. Data was collected using an open-ended interview guide. A strategic management framework for Information Technology migration to FOSS will assist the Government of South Africa with the better implementation of its FOSS policy. The framework will provide guidance to public sector managers regarding how the process of migrating can best be managed.
Content analysis is used to derive the framework that shows that IT migration to FOSS in the public sector of South Africa follows a strategic management process. This process goes through the phases of strategic planning, operational planning, implementation and monitoring and evaluation. The framework is developed using eclectic explanations of strategic management, including mechanistic and organic perspectives. Correspondence analysis is used to corroborate and validate the framework. The framework is accompanied by a set of management guidelines that managers in the public sector can use in migrating their organisations' IT to FOSS. / School for Business Leadership / (D.B.L. (Strategic Management))
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Developing a strategic management framework for information technology migration to free open source software in the South African public sectorNgeleza, Bangani Eric 07 June 2012 (has links)
The Government of South Africa adopted a policy on Free Open Source Software (FOSS) in 2003. This policy requires all government entities to migrate their IT to open source. This adoption of the FOSS policy is based on evidence of potential FOSS contributions to economic development generally, and directly support South African economic development priorities. In spite of the adoption of this policy, rates of adoption of FOSS in the SA government are low. This is partly because there is a lack of documentation of successful cases of migration. In addition, there is no strategic management framework that managers can use as a guide for migration. This lack of documentation may result in managers in government finding it difficult to know how best to go about migrating to FOSS. A failure to address this problem will delay the take-up of FOSS, in spite of all its stated benefits. Evidence so far within the government of South Africa is that the adoption of FOSS is progressing rather slowly.
Making use of a qualitative research method that combines grounded theory with a case study method in four South African Government organisations, this study develops a strategic management framework for IT migration to FOSS in the South African public service. The four organisations that were part of this study were: the National Library of South Africa; the Presidential National Commission on Information Society and Development; the Electronic National Traffic Information System and the State Information Technology Agency. Data was collected using an open-ended interview guide. A strategic management framework for Information Technology migration to FOSS will assist the Government of South Africa with the better implementation of its FOSS policy. The framework will provide guidance to public sector managers regarding how the process of migrating can best be managed.
Content analysis is used to derive the framework that shows that IT migration to FOSS in the public sector of South Africa follows a strategic management process. This process goes through the phases of strategic planning, operational planning, implementation and monitoring and evaluation. The framework is developed using eclectic explanations of strategic management, including mechanistic and organic perspectives. Correspondence analysis is used to corroborate and validate the framework. The framework is accompanied by a set of management guidelines that managers in the public sector can use in migrating their organisations' IT to FOSS. / School for Business Leadership / (D.B.L. (Strategic Management))
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Knowledge management as a sustainable competitive advantage in the steel industry / Pieter ConradieConradie, Pieter Jacobus January 2010 (has links)
The aim of this study is to conduct a thorough theoretical study on the relevant
aspects involved in knowledge management and organisational learning, and to
assess the maturity level of knowledge management within the South African steel
industry.
Various aspects of knowledge, knowledge management and organisational learning
with specific relation to sustainable competitive advantage are discussed in the
literature study. During the literature research several factors which either promote or
hinder the effective management of knowledge were identified and a list of lessons
learned by other successful knowledge focused companies, are discussed. The
critical success factors for a successful knowledge management program are also
discussed.
Knowledge can create a sustainable competitive advantage within an organisation, if
successfully applied to make value adding decisions and to enable learning, and if it
is applied to make decisions which are superior to that of its rivals across the supply
chain. An integrated approach needs to be followed when KM is pursued and the
knowledge must be applied to make value added decisions and facilitate learning
across all processes in the value chain. The focus must be to retain an
organisation’s tacit knowledge as this is a key success factor to ensure a
sustainable competitive advantage. The study includes research on whether knowledge management is effectively used
as a sustainable competitive advantage in the South African steel industry. The
maturity level of the application of knowledge and learning principles implemented
within the South African steel industry is assessed and compared to the maturity
level of ArcelorMittal, Monlevade, located in Brazil. A survey was designed and
distributed to determine the knowledge management and organisational learning
maturity levels at two steel facilities of ArcelorMittal in South Africa and one facility in
Brazil.
The key problem areas as identified through the empirical research are discussed
and it is concluded that South African facilities do not effectively use knowledge
management as a sustainable competitive advantage. The maturity level of
knowledge management in ArcelorMittal, South Africa is low compared to the
maturity at Monlevade and rival companies such as Tata and Posco steel.
A significant effort needs to be made in order to allow the effective creation,
acquisition, sharing and leveraging of knowledge within the South African steel
facilities. The key factors which constrain effective knowledge management is
related to ineffective Human Resource policies, organisation structure, lack of
knowledge exchange forums, collaboration and communication, coaching, and a lack
of incentives to share tacit knowledge.
It is also evident that knowledge is not seen as a sustainable competitive advantage
by many respondents and that they perceive they do not have the time or capacity to
transfer knowledge. Ten practical design principles were constructed and a
knowledge management framework was developed to guide South African steel
companies during the design and execution of a knowledge management
programme which will ensure that knowledge management will result into a
sustainable competitive advantage. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.
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Knowledge management as a sustainable competitive advantage in the steel industry / Pieter ConradieConradie, Pieter Jacobus January 2010 (has links)
The aim of this study is to conduct a thorough theoretical study on the relevant
aspects involved in knowledge management and organisational learning, and to
assess the maturity level of knowledge management within the South African steel
industry.
Various aspects of knowledge, knowledge management and organisational learning
with specific relation to sustainable competitive advantage are discussed in the
literature study. During the literature research several factors which either promote or
hinder the effective management of knowledge were identified and a list of lessons
learned by other successful knowledge focused companies, are discussed. The
critical success factors for a successful knowledge management program are also
discussed.
Knowledge can create a sustainable competitive advantage within an organisation, if
successfully applied to make value adding decisions and to enable learning, and if it
is applied to make decisions which are superior to that of its rivals across the supply
chain. An integrated approach needs to be followed when KM is pursued and the
knowledge must be applied to make value added decisions and facilitate learning
across all processes in the value chain. The focus must be to retain an
organisation’s tacit knowledge as this is a key success factor to ensure a
sustainable competitive advantage. The study includes research on whether knowledge management is effectively used
as a sustainable competitive advantage in the South African steel industry. The
maturity level of the application of knowledge and learning principles implemented
within the South African steel industry is assessed and compared to the maturity
level of ArcelorMittal, Monlevade, located in Brazil. A survey was designed and
distributed to determine the knowledge management and organisational learning
maturity levels at two steel facilities of ArcelorMittal in South Africa and one facility in
Brazil.
The key problem areas as identified through the empirical research are discussed
and it is concluded that South African facilities do not effectively use knowledge
management as a sustainable competitive advantage. The maturity level of
knowledge management in ArcelorMittal, South Africa is low compared to the
maturity at Monlevade and rival companies such as Tata and Posco steel.
A significant effort needs to be made in order to allow the effective creation,
acquisition, sharing and leveraging of knowledge within the South African steel
facilities. The key factors which constrain effective knowledge management is
related to ineffective Human Resource policies, organisation structure, lack of
knowledge exchange forums, collaboration and communication, coaching, and a lack
of incentives to share tacit knowledge.
It is also evident that knowledge is not seen as a sustainable competitive advantage
by many respondents and that they perceive they do not have the time or capacity to
transfer knowledge. Ten practical design principles were constructed and a
knowledge management framework was developed to guide South African steel
companies during the design and execution of a knowledge management
programme which will ensure that knowledge management will result into a
sustainable competitive advantage. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.
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