Thesis (Ph. D.)--University of North Texas, Dec., 2008. / Title from title page display. Includes bibliographical references.

The construction industry is inherently multidisciplinary and has adopted many intellectual and technical business improvements from other industries in an effort to optimize productivity. In construction, management inactivity is the root cause of 30% of non-productive time. This has created an opportunity and need for standardized and structured repeatable procedures for new managerial strategies. A theoretical framework for Organizational Intelligence (OI), which encompasses the procedural ability of an organization to efficiently process, support, measure and reason through management issues, is proposed. The elements of organizational intelligence are divided into three types of intellectual capital: Human Capital, Organizational Capital, and Relational Capital. The performance of an organizational activity depends on the quality of these capitals that are available within an organization. An organization's Human Capital (HC) is the human resources within the organization that can be deployed to acquire and apply its knowledge to perform, respond, or control designated work with available organizational assets. Organizational Capital (OC) refers to the assets available to the organization to support the performance of organizational activities Relational Capital (RC), which combines human capital and organizational capital to perform, is needed specific organizational activities. In addition, the research uses human cognitive abilities as the basis of a fundamental structure from which to form new organizational cognitive abilities that are capable of presenting management processes as critical value creations. Organizational cognitive ability is suggested to define appropriate organizational resources in order to integrate and determine a rational selection of applicable technologies and improvements. This ability can develop knowledge with interconnected variables, namely intellectual capital, managerial process, and performance, all of which support organizational intelligence. From the theoretical framework for OI, a prototype (Intelligibility Learning Model), which determines the role of relationships in an organization's operation and use of resources, is formulated. A case based research then applies the prototype to a managerial process in the construction industry. The case research demonstrates that the Intelligibility Learning Model (ILM) could be use effectively by industry decision makers to improve performance of organizational activities. The identification and application of a theoretical framework constitutes the foundation of a new managerial theory, Organizational Intelligence Management. It thus provides a fundamental foundation that explains how the construction processes, knowledge, skills, and resources used for managerial activities function. This theory contributes and establishes a better understanding of management, from organizational resources through to final production. / Ph. D.

The main goal of this diploma thesis, which focuses on analysis and implementation of dashboards, is to build a task describing the process of creating a business dashboard. Partial goals of work are identification of benefits after successful dashboard implementation, identification of typical dashboard user and a discovery of possible creation inefficiency causes while creating dashboards. Next fundamental goal is also to extend the referential model of Management of Business Informatics (MBI), to which also responds the structure of this diploma thesis. Defined goals of this thesis are reached by using the combination of a theoretical principles orient to mostly abroad specialist literature and practical experiences. This thesis is structured to three parts. The first is defined the term dashboard, and also his historical connections, positive effects resulting his success implementation and a fully relation to the management of business efficiency. The second part deals with three categories of dashboards structured by their utilizing. There is a description of summary definition, effect and advantages resulting successful implementation and possible problems related with their realisation, by every category. The third part contained the task Creating of a dashboard. This task is created a set of relatively linked steps, which is necessary to follow for successful creating of a dashboard. Each of these steps contains a practical example for increasing of its objectivity. As a component of this part is used an application of MS PowerPivot.

Main goal of this master thesis is to create Management Information System for company Dolphin consulting, s.r.o. based on technologies available within its infrastructure. Next goal is conduct preliminary verification of the created Management Information System. Generally, the Management Information System is created in accordance with resources including but not limited to Business Intelligence, Management Information Systems literature and experiences of the author. The most important assets of this thesis are creating of the system for Dolphin consulting, s.r.o. and initial verification of created system for its further development and highlight issues that arise. This master thesis is divided into two logical parts. The first part is purely theoretical and describes the issues of data warehousing according to Kimball and Inmon, OLAP Cubes and Management Information Systems. Practical part of thesis describes implementation of Business Intelligence tools as a part of created Management Information System in company Dolphin consulting, s.r.o. At the end of this part is the above stated preliminary verification of the Management Information System with list of recommendations for improving the system.

M.Tech. / Business Intelligence (BI) is a method used to improve on business decision-making, using collections of software applications and tools to view historical, current and predictive operations of a business. However, a company‟s BI solution will not be successful if it is not implemented in a comprehensive and strategic manner. There are three key issues that prevent organisations from benefiting from BI systems. These issues include the lack of pervasiveness of BI systems, managing a variety of non-related systems that do not work well together and using traditional methods that have not evolved to meet organisational needs (Koehler, 2008). BI vendors misinform many business users that BI tools are usable by all users in an organisation, and end up been too complex for the average user to use. The first mistake an organisation makes when assessing a BI system is neglecting to include business users on selecting the best option, although they will be the main users of the solution (Quinn, 2007). Many Information Technology (IT) departments ask for BI systems based on the assumption that once it is built, that users will automatically see the benefits. BI applications require a clear and intimate understanding of the business itself and it is only by working on business and IT issues in tandem that the real value of BI is realised (Hostmann, 2007).

The aim of the diploma thesis is to analyze the current state of creation of management reporting, its contribution to a company and to create a proposal for improving and expanding awareness of reporting in a company.

No description available.

The diploma thesis focuses on a proposal for a methodological framework of reporting management in the banking sector and identifying key weaknesses of the current state. Using the proposed methodology precedes weaknesses and proves it on practical example from the real environment. The main benefit of this work is design of a methodological framework that allows the organized management and control of the reporting. It also brings identification of main weaknesses of the current reporting and last but not least universal template for the report specification. The work consists of three parts. The first, theoretical, defines area of reporting in a banking institution. It includes all the terminology, characteristics and types of reports. The second part, analytical, examines the current weaknesses of reporting within the defined area. Provides an overview of three to six major weaknesses in a particular phase of a new report development based on the scientific literature and practical experience of the author of this work in the banking environment. The third and final section contains a draft concept of reporting management in the banking sector with avoidance of the identified weaknesses from the analytical part.

Changes and challenges that have occurred in the past two decades have forced a radical shift in the basic foundations of how business is conducted. Internal, as well as external forces have forced organisations to constantly monitor their surrounding environment in order to create an awareness of opportunities and threats to allow them to survive in their competitive environment. Organisations need to gather all the information at their disposal, and turn the raw data into intelligence through a process of analysis and an exercise of human judgement. By utilising the potential offered by information systems in the process of generating intelligence and creating a corporate knowledge base to be used in strategic decision-making will lead to competitive advantage and constant innovation. Strategic Intelligence has information as its foundation. This research proposes that through its ability to absorb sources of information, the synergy of Business Intelligence, Competitive Intelligence, and Knowledge Management combined to form Strategic Intelligence, will allow organisations to incorporate all of their information and intellectual capital into a single database or system which will meet the intelligence requirements of management. The purpose of this study is to identify the current use of Strategic Intelligence in the Long-term Insurance Industry in the South African environment, and through the use of a survey questioned the benefits or problems experienced by executive management who have not yet implemented and used Strategic Intelligence as an input to the Strategic Management process, and identified the perceived value Strategic Intelligence could add in the decision-making process. The research study shows that organisations have not yet fully embraced a model for a cooperative global internal corporate Strategic Intelligence System or Portal that will incorporate all aspects of Strategic Intelligence into a single, easily manageable resource for management’s strategic planning and decision-making process, even though it could enhance their ability to withstand the onslaught of global competitors and expand their business into new markets, protect their local market or identify potential merger or acquisition targets, and increase innovation within the organisations. / Business Management / M. Com. (Business Management

Changes and challenges that have occurred in the past two decades have forced a radical shift in the basic foundations of how business is conducted. Internal, as well as external forces have forced organisations to constantly monitor their surrounding environment in order to create an awareness of opportunities and threats to allow them to survive in their competitive environment. Organisations need to gather all the information at their disposal, and turn the raw data into intelligence through a process of analysis and an exercise of human judgement. By utilising the potential offered by information systems in the process of generating intelligence and creating a corporate knowledge base to be used in strategic decision-making will lead to competitive advantage and constant innovation. Strategic Intelligence has information as its foundation. This research proposes that through its ability to absorb sources of information, the synergy of Business Intelligence, Competitive Intelligence, and Knowledge Management combined to form Strategic Intelligence, will allow organisations to incorporate all of their information and intellectual capital into a single database or system which will meet the intelligence requirements of management. The purpose of this study is to identify the current use of Strategic Intelligence in the Long-term Insurance Industry in the South African environment, and through the use of a survey questioned the benefits or problems experienced by executive management who have not yet implemented and used Strategic Intelligence as an input to the Strategic Management process, and identified the perceived value Strategic Intelligence could add in the decision-making process. The research study shows that organisations have not yet fully embraced a model for a cooperative global internal corporate Strategic Intelligence System or Portal that will incorporate all aspects of Strategic Intelligence into a single, easily manageable resource for management’s strategic planning and decision-making process, even though it could enhance their ability to withstand the onslaught of global competitors and expand their business into new markets, protect their local market or identify potential merger or acquisition targets, and increase innovation within the organisations. / Business Management / M. Com. (Business Management