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1 Army Model Improvement Program Management Office
Military: AMMOУниверсальный русско-английский словарь > Army Model Improvement Program Management Office
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2 Surface Water Improvement And Management
Oceanography: SWIMУниверсальный русско-английский словарь > Surface Water Improvement And Management
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3 project for improvement of management practices
Military: PIMPУниверсальный русско-английский словарь > project for improvement of management practices
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4 management consultant
Gen Mgta person professionally engaged in advising on, and providing, a detached, external view about a company’s management techniques and practices. A management consultant may be self-employed, a partner, or employed within a management consultancy. Consultants can be called in for many reasons, but are employed particularly for projects involving business improvement, change management, information technology, and long-term planning. -
5 Management for Daily Improvement
Management: MDIУниверсальный русско-английский словарь > Management for Daily Improvement
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6 Improvement Management Process
Business: IMPУниверсальный русско-английский словарь > Improvement Management Process
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7 Management Improvement Board
Military: MIBУниверсальный русско-английский словарь > Management Improvement Board
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8 Management Improvement Guidance
Business: MIGУниверсальный русско-английский словарь > Management Improvement Guidance
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9 management improvement plan
Military: MIPУниверсальный русско-английский словарь > management improvement plan
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10 management improvement program
Military: MIPУниверсальный русско-английский словарь > management improvement program
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11 management information systems improvement plan
Military: MISIPУниверсальный русско-английский словарь > management information systems improvement plan
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12 Continuous Process Improvement
Management: CPI (Continuous Process Improvement)Универсальный русско-английский словарь > Continuous Process Improvement
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13 Japanese management
Gen Mgt, HRa management style with particular emphasis on employees and manufacturing techniques, to which the Japanese economic miracle that began in the 1960s is attributed. Japanese management practices have been studied in the rest of the world in the hope that the economic success they brought to Japan can be recreated elsewhere. These practices emphasize forming collaborations, particularly in times of uncertainty, human resources, closer superior-subordinate relationships, and consensus as a means of facilitating implementation. Richard Pascale and Anthony Athos suggested that the Japanese competitive advantage stemmed from skills, staff, and superordinate goals, the softer features identified by the McKinsey 7-S framework. Other dominant characteristics include people-centered management, loyalty to employees, just-in-time, kaizen, continuous improvement, quality control, total quality management, and the ideas of W. Edwards Deming. William Ouchi expounded Theory J and Theory Z, which demonstrated the differences between U.S. and Japanese styles of management. With the downturn in the Japanese economy in the 1990s, management practices were reappraised, and there emerged a focus on radical change as opposed to incremental improvement. Customers were offered less variety, there was a shift toward simplicity, and an alternative to consensus-based decision making was adopted, with individuals making decisions based on high-tech information systems. -
14 change management
Gen Mgtthe coordination of a structured period of transition from situation A to situation B in order to achieve lasting change within an organization. Change management can be of varying scope, from continuous improvement, which involves small ongoing changes to existing processes, to radical and substantial change involving organizational strategy. Change management can be reactive or proactive. It can be instigated in reaction to something in an organization’s external environment, for example, in the realms of economics, politics, legislation, or competition, or in reaction to something within the processes, structures, people, and events of the organization’s internal environment. It may also be instigated as a proactive measure, for example, in anticipation of unfavorable economic conditions in the future. Change management usually follows five steps: recognition of a trigger indicating that change is needed; clarification of the end point, or “where we want to be”; planning how to achieve the change; accomplishment of the transition; and maintenance to ensure the change is lasting. Effective change management involves alterations on a personal level, for example, a shift in attitudes or work routines, and thus personnel management skills such as motivation are vital to successful change. Other important influences on the success of change management include leadership style, communication, and a unified positive attitude to the change among the workforce. Business process reengineering is one type of change management, involving the redesign of processes within an organization to raise performance. Change agents are those people within an organization who are leaders and champions of the change process. With the accelerating pace of change in the business environment in the 1990s and 2000s, change has become accepted as a fact of business life and is the subject of books on management. -
15 continuous improvement
Gen Mgt, Opsthe seeking of small improvements in processes and products, with the objective of increasing quality and reducing waste. Continuous improvement is one of the tools that underpin the philosophies of total quality management and lean production. Through constant study and revision of processes, a better product can result at reduced cost. Kaizen has become a foundation for many continuous improvement strategies, and for many employees it is synonymous with continuous improvement. -
16 performance management
Gen Mgtthe facilitation of high achievement by employees. Performance management involves enabling people to perform their work to the best of their ability, meeting and perhaps exceeding targets and standards. Performance management can be coordinated by an interrelated framework between manager and employee. Key areas of the framework to be agreed are objectives, human resource management (see HRM), standards and performance indicators, and means of reward. For successful performance management, a culture of collective and individual responsibility for the continuing improvement of business processes needs to be established, and individual skills and contributions need to be encouraged and nurtured. One tool for monitoring performance management is performance appraisal. For organizations, performance management is usually known as company performance and is monitored through business appraisal. -
17 total quality management
Gen Mgta philosophy and style of management that gives everyone in an organization responsibility for delivering quality to the customer. Total quality management views each task in the organization as a process that is in a customer/supplier relationship with the next process. The aim at each stage is to define and meet the customer’s requirements in order to maximize the satisfaction of the final consumer at the lowest possible cost. Total quality management constitutes a challenge to organizations that have to manage the conflict between cost-cutting and the commitment of employees to continuous improvement. Achievement of quality can be assessed by quality awards and quality standards.Abbr. TQM -
18 operations management
Opsthe maintenance, control, and improvement of organizational activities required to produce goods or services for consumers. Operations management has traditionally been associated with manufacturing activities but can also be applied to the service sector. The measurement and evaluation of operations is usually undertaken through a process of business appraisal. Efficiency and effectiveness may be monitored by the application of ISO 9001 quality systems, or total quality management techniques. -
19 activity based management
Gen Mgta management control technique that focuses on the resource costs of organizational activities and processes, and the improvement of quality, profitability, and customer value. This technique uses activity based costing information to identify strategies for removing resource waste from operating activities. Main tools employed include: strategic analysis, value analysis, cost analysis, life-cycle costing, and activity based budgeting.The ultimate business dictionary > activity based management
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20 Continuous Improvement Process
1) Business: CIP2) Management: CIP (процесс непрерывных улучшений)Универсальный русско-английский словарь > Continuous Improvement Process
См. также в других словарях:
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