In manufacturing, resource planners are relied on how to allocate in-house production and outsourcing; how to plan the flexibility for customers¡¦ demand fluctuation; how to optimize capacity allocation under customers¡¦ satisfaction. Harvard professor, David McClelland brought up the concept of competence in the early 1970¡¦s. He claimed that the motive power of good performance mostly came from deep, personal motives and character, rather than from IQ. Therefore this research focuses on understanding which competences a good resource planner should have. This research summarized a total of 15 competences that resource planners should have based on literature and case studies. Those 15 competences are achievement-orientation, impact and influence, analytical thinking, initiative, self-confidence, interpersonal relationship, teamwork, conceptual thinking, specialized knowledge, care order and quality, customer-orientation, self-control, information collection, English ability, and the ability to communicate with management team. Among those 15 competences, 7 competences are critical ones to foresee good performance. Those 7 competences are achievement-orientation, impact and influence, initiative, conceptual thinking, care order and quality, customer-orientation, information collection. The others competences, analytical thinking, self-confidence, interpersonal relationship, teamwork, specialized knowledge, self-control, English ability, and the ability to communicate with management team, are threshold competences for resource planners. This research results can be applied to selection in human resource management. It is also valuable for companies, which are in the same industry as the company in case study to use as a reference.

Today, ERP is now considered to be the price of entry for running a business and for being connected to other enterprises in a network economy. Due to the complexity of the ERP and the needs for the business process reengineering, most of the ERP implementation projects were judged to be unsuccessful. A common problem when adopting ERP software has been the issue of misfits, that is, the gaps between the functionality offered by the package and that required by the adopting organization. These misfits include data formatting, data relating, access, controlling, operating, output formatting and data contents, and so forth. This study presents a methodology to analyze the above misfit issues and proposes strategies to solve the problems. The results will contribute to the ERP implementation.

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2004. / Field problem. Includes bibliographical references.

Enterprise Resource Planning (ERP) systems claim to provide organisations with an integrated Information Technology (IT) solution that can be used as an effective business tool with real-time information of all business transactions at the managers' fingertips. ERP software attempts to integrate all departments and functions across a company onto a single computer system that runs off one database and can serve the needs of all the different departments in the company. The investment in an IT solution that will provide strategic information to aid in strategy formulation and decision-making should be part of strategic planning. In short, the ERP system should add to a company's strategic advantage. The challenge to an organisation is to use ERP to leverage opportunities in the competitive environment in order to create value. If a resource view is taken of ERP systems, strategy theory describes the way that an organisation should go about achieving strategic advantage. The IT resource in itself cannot be the basis for competitive advantage in a manufacturing industry. The resource is available to all competitors. The nature of ERP systems however supports the creation of distinctive competences in the organisation through organisational learning. The enhanced capabilities of the organisation, combined with its superior resources form the basis of distinctive competencies that in turn lead to value creation through the advantages created. The test for strategic advantage is to evaluate the strategic options or choices against consistency, consonance, advantage and feasibility. The model for evaluating strategy can also be applied to the planned ERP implementation or to enterprise systems already implemented. This model is based on strategic evaluation and support the process of continuous evaluation and change to respond to triggers in the competitive environment the organisation operates in. In order for ERP systems to add value in the organisation, their implementation must satisfy the strategic evaluation criteria, and continuous business process improvement will follow subsequent evaluation in order to adjust to the changing environment. / Thesis (MBA) University of Natal, Durban, 2003.

The primary research objectives were to ascertain and evaluate management performance practices and generate recommendations that might help in improving overall performance in Kuwaiti commercial banks. A theoretical framework for the financial and management performance of Kuwaiti banks was, therefore, developed and the research objectives and hypotheses were translated into relevant policy issues. These issues were identified by conducting field research in Kuwait. Kuwait was chosen because it is the country of the author and also constitutes an important developing country within the gulf. Six Kuwaiti commercial banks were surveyed to ascertain management opinion on management performance practices. These banks were: National Bank of Kuwait, Gulf Bank of Kuwait, Al-Ahli Bank of Kuwait, Burgan Bank, Commercial Bank of Kuwait, and The Bank of Kuwait and The Middle East. The methodology used to test the hypotheses and achieve the research objectives incorporated a mail questionnaire which was distributed to 108 branch managers through the main offices of each bank. This part of the field survey was conducted simultaneously with 12 face-to-face interviews with senior executives i. e. two interview per study bank. When the field survey was completed the results were analysed and conclusions were drawn regarding the hypotheses and policy issues. In summary, the main findings of the study were that: management performance is dependent on: management training, management resource planning, performance related pay; and external environmental factors (local economy, bank internal regulations, customer satisfaction, inadequate information technology resources, bank size, bank location, and cultural considerations). However, rather interestingly, one of the external factors, social and personal ties (wastah) had no affect on management performance. Personal and job-related considerations such as educational qualifications, manager's age, manager's monthly salary, etc., had an affect on individual management performance but other factors such as the manager's nationality, and gender, had no affect. The findings of this research, as well as the evidence from previous studies, showed that management performance in Kuwait is frustrated by interrelated and interdependent contextual elements. Management performance as a multidimensional and multipurpose-activity has yet to be fully comprehended in Kuwait. Social and cultural considerations, such as intimate social tics and social status, are important and complicated issues which undoubtedly affect management performance. Consequently, there is a national misconception about the significance of management performance and the effect cultural consideration and personal ties (wastah), have on a scientific approach to the management performance process in Kuwaiti banks.

In techno-organisational innovation, knowledge is reconstituted. Understanding this process in its complexity and its outcomes asks for an inquiry and interpretation that heed to the conditions at the end of modernity, and must therefore take recourse to practical philosophy. This understanding has been formulated with reference to a field study that inquired into the conduct of reform and effectuation of new information technology by the central department of a regional government over a period of approximately eight years. In considering this ambience, the study has been informed by (i) a synopsis of hermeneutic thinking on knowledge; (ii) an outline of governmentality and (information) technology; (iii) a reflection on the conditions of the social sciences and their relation to information technology; (iv) an exploration of the possibilities of social inquiry at the end of modernity. Deliberating the stipulations of social inquiry, the destructive narrative is proposed that allows for a rational and argumentative appropriation of the past, beyond scientific method and mere perceptivity. Events, ideas, and experiences indicate the reciprocal relation of political and organisational rationalities, on the one hand, and managerial and informational technologies on the other. Within these dimensions, the knowledge of governmentality is being re-defined, shifting expertise into the harness of business discipline. The rationalities of information, process, integration, prediction and performance, and ultimately efficiency, make bureaucracy itself an object of increased scrutiny. These rationalities also remind that the challenge of Ge-stell and the rule of politics-as-fabrication do neither come to pass primarily in implementations of managerial technologies, nor in instantiations of information systems, but within the articulations of the technological worldview. Due to the fragmented and contentious nature of knowledge, innovation as routine nevertheless appears disjointed and asynchronous, yet upholding the representational and disciplinary constellations.

Zugl.: Stuttgart, Univ., Diss., 2005 u.d.T.: Breidung, Michael: Bewertung von Enterprise-Ressource-Planning-Projekten in Klein- und mittelständischen Unternehmen

Diss., Technische Wissenschaften, Eidgenössische Technische Hochschule ETH Zürich, Nr. 15630, 2004.

Zugl.: Stuttgart, Univ., Diss., 2006

BATISTA, José Glayson Nogueira. Uma contribuição à implantação do orçamento empresarial em um sistema integrado de gestão. 2006. 206 f. Dissertação (mestrado) - Universidade Federal do Ceará, Faculdade de Economia, Administração, Atuária, Contabilidade e Secretariado, Fortaleza-CE, 2006. / Submitted by Dioneide Barros (dioneidebarros@gmail.com) on 2016-12-22T12:14:12Z No. of bitstreams: 1 2006_dis_jgnbatista.pdf: 2510623 bytes, checksum: 90dd17865508491d1013438d1eb8be13 (MD5) / Approved for entry into archive by Dioneide Barros (dioneidebarros@gmail.com) on 2016-12-22T17:18:11Z (GMT) No. of bitstreams: 1 2006_dis_jgnbatista.pdf: 2510623 bytes, checksum: 90dd17865508491d1013438d1eb8be13 (MD5) / Made available in DSpace on 2016-12-22T17:18:11Z (GMT). No. of bitstreams: 1 2006_dis_jgnbatista.pdf: 2510623 bytes, checksum: 90dd17865508491d1013438d1eb8be13 (MD5) Previous issue date: 2006 / In the present competitive scenary, information is the most valuable product of organizations. Based on it, decisions are made about what to do, how to do, where to do and when to do. It’s the managers’ responsibility to use a system of information that provides the receiving of those pieces of information opportunely. To do so, it’s necessary to invest in instruments that allow the built of this system of information. Within the universe of available instruments, two of them are object of study of this research: business budget and integrated management system, better known as ERP system. The general goal of this study is to present a contribution to the implantation of the business budget within an integrated management system. The research is based on the presupposition that nowadays the integrated management systems are not satisfactoryly structured to the receival of the budget tool, therefore needing some adjustments to make this function available. The research was made from the study of a case in a capital stock company in the state of Ceara. The methodological reference presents the main characteristics involved both in budget and ERP system. The contribution of the research was developed through a model of implantation of the business budget in the integrated management system, based on the reality of the company in the case study. The model enabled, through a simulation, the use of the ERP system in the creation and maintenance of the tool of business budget, creating, in that way, a larger perspective of integration, if properly adjusted, between these two management tools, therefore bringing about to the managers more agility and credibility of the information necessary to the making of decisions in companies. / No cenário competitivo atual, a informação é o produto mais valioso das organizações. A partir dela são originadas as tomadas de decisão sobre o que fazer, como, onde e quando fazer. Cabe então aos gestores a utilização de um sistema de informações que lhes permita oportunamente à recepção dessas informações. Para tanto, faz-se necessário investir em instrumentos que possibilitem a montagem desse sistema de informações. No universo de instrumentos, dois são objetos de estudo desta pesquisa: O orçamento empresarial e o sistema integrado de gestão, mais conhecido no mercado como sistema ERP. O objetivo geral deste trabalho é apresentar uma contribuição, por meio de um modelo, à implantação do orçamento empresarial dentro de um sistema integrado de gestão. A pesquisa parte do pressuposto de que atualmente os sistemas integrados de gestão encontram-se carentes de estruturação para receber a ferramenta do orçamento, necessitando, assim, de algumas adaptações para disponibilizar essa funcionalidade. A pesquisa foi realizada a partir de um estudo de caso em uma empresa fabricante de bens de capital do Estado do Ceará. O referencial metodológico apresenta as principais características envolvidas, tanto com o orçamento quanto com o sistema ERP. Foi desenvolvida a contribuição da pesquisa mediante um modelo de implantação do orçamento empresarial no sistema integrado de gestão, tomando-se por base a realidade da empresa do estudo de caso . O modelo possibilitou, por intermédio de simulação, a utilização do sistema ERP na elaboração e manutenção da ferramenta do orçamento empresarial, abrindo assim uma perspectiva de maior integração entre as duas referidas ferramentas de gestão, acarretando aos administradores maior agilidade e credibilidade das informações necessárias à tomada de decisão nas empresas.