MoT: From Academia to Management Practice — The MoT Implementation Case in a Traditional Japanese Company

2006 ◽  
pp. 385-402
Author(s):  
Gaston Trauffler ◽  
Hugo Tschirky
Keyword(s):  
Management Practice ◽  
Japanese Company

Talented Employees in Russian and Foreign Companies

2013 ◽  
pp. 147-156 ◽  
Author(s):  
M. Latukha ◽  
T. Tsukanova
Keyword(s):  
Management Practices ◽  
Management Practice ◽  
Talent Management ◽  
Foreign Companies ◽  
Study Results ◽  
Practice Development

The study investigates talent management practices in Russian and foreign companies. The inquiry of Russian and foreign companies (working in Russia) showed that perceived and dedicated talent management practices contribute to better companies performance. The study results can be used in talent management practice development.

An evaluation of a strategic de-stocking regime for dairying to improve nitrogen efficiency and reduce nitrate leaching from dairy farms in nitrate-sensitive areas

2000 ◽  
pp. 105-110
Author(s):  
Cecile De Klein ◽  
Jim Paton ◽  
Stewart Ledgard
Keyword(s):  
New Zealand ◽  
Nitrate Leaching ◽  
Management Practice ◽  
Field Measurements ◽  
Dairy Farms ◽  
Nitrogen Efficiency ◽  
Management Tool ◽  
Pasture Production ◽  
Leaching Losses ◽  
Sensitive Areas

Strategic de-stocking in winter is a common management practice on dairy farms in Southland, New Zealand, to protect the soil against pugging damage. This paper examines whether this practice can also be used to reduce nitrate leaching losses. Model analyses and field measurements were used to estimate nitrate leaching losses and pasture production under two strategic de-stocking regimes: 3 months off-farm or 5 months on a feed pad with effluent collected and applied back to the land. The model analyses, based on the results of a long-term farmlet study under conventional grazing and on information for an average New Zealand farm, suggested that the 3- or 5-month de-stocking could reduce nitrate leaching losses by about 20% or 35-50%, respectively compared to a conventional grazing system. Field measurements on the Taieri Plain in Otago support these findings, although the results to date are confounded by drought conditions during the 1998 and 1999 seasons. The average nitrate concentration of the drainage water of a 5-month strategic de-stocking treatment was about 60% lower than under conventional grazing. Pasture production of the 5-month strategic de-stocking regime with effluent return was estimated based on data for apparent N efficiency of excreta patches versus uniformlyspread farm dairy effluent N. The results suggested that a strategic de-stocking regime could increase pasture production by about 2 to 8%. A cost/ benefit analysis of the 5-month de-stocking system using a feed pad, comparing additional capital and operational costs with additional income from a 5% increase in DM production, show a positive return on capital for an average New Zealand dairy farm. This suggests that a strategic destocking system has good potential as a management tool to reduce nitrate leaching losses in nitrate sensitive areas whilst being economically viable, particularly on farms where an effluent application system or a feed pad are already in place. Keywords: dairying, feed pads, nitrate leaching, nitrogen efficiency, productivity, strategic de-stocking

Measuring the cost of environmental compliance for Waikato dairy farmers - a survey approach

2015 ◽  
Vol 77 ◽  
pp. 159-166
Author(s):  
T.O.R. Macdonald ◽  
J.S. Rowarth ◽  
F.G. Scrimgeour
Keyword(s):  
Qualitative Data ◽  
Management Practice ◽  
Dairy Farm ◽  
Environmental Compliance ◽  
Dairy Farmers ◽  
The Past ◽  
Farm Systems ◽  
The Cost ◽  
Farm System ◽  
Survey Approach

The link between dairy farm systems and cost of environmental compliance is not always clear. A survey of Waikato dairy farmers was conducted to establish the real (non-modelled) cost of compliance with environmental regulation in the region. Quantitative and qualitative data were gathered to improve understanding of compliance costs and implementation issues for a range of Waikato farm systems. The average oneoff capital cost of compliance determined through a survey approach was $1.02 per kg milksolids, $1490 per hectare and $403 per cow. Costs experienced by Waikato farmers have exceeded average economic farm surplus for the region in the past 5 years. As regulation increases there are efficiencies to be gained through implementing farm infrastructure and farm management practice to best match farm system intensity. Keywords: Dairy, compliance, farm systems, nitrogen, Waikato

Artificial intelligence and the management transformation

2020 ◽  
Vol 16 (4) ◽  
pp. 600-612
Author(s):  
L.F. Nikulin ◽  
V.V. Velikorossov ◽  
S.A. Filin ◽  
A.B. Lanchakov
Keyword(s):  
Artificial Intelligence ◽  
Social Life ◽  
Soft Power ◽  
Process Integration ◽  
Management Practice ◽  
Scientific School ◽  
Strategic Culture ◽  
Analysis And Synthesis ◽  
And Training

Subject. The article discusses how management transforms as artificial intelligence gets more important in governance, production and social life. Objectives. We identify and substantiate trends in management transformation as artificial intelligence evolves and gets more important in governance, production and social life. The article also provides our suggestions for management and training of managers dealing with artificial intelligence. Methods. The study employs methods of logic research, analysis and synthesis through the systems and creative approach, methodology of technological waves. Results. We analyzed the scope of management as is and found that threats and global challenges escalate due to the advent of artificial intelligence. We provide the rationale for recognizing the strategic culture as the self-organizing system of business process integration. We suggest and substantiate the concept of soft power with reference to strategic culture, which should be raised, inter alia, through the scientific school of conflict studies. We give our recommendations on how management and training of managers should be improved in dealing with artificial intelligence as it evolves. The novelty hereof is that we trace trends in management transformation as the role of artificial intelligence evolves and growth in governance, production and social life. Conclusions and Relevance. Generic solutions are not very effective for the Russian management practice during the transition to the sixth and seventh waves of innovation. Any programming product represents artificial intelligence, which simulates a personality very well, though unable to substitute a manager in motivating, governing and interacting with people.

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