Network Management: Fault Management, Performance Management, and Planned Maintenance

2010 ◽  
pp. 397-445 ◽  
Author(s):  
Jennifer M. Yates ◽  
Zihui Ge
Keyword(s):  
Network Management ◽  
Performance Management ◽  
Fault Management ◽  
Management Performance

Research of Typical VPN Network Management Mechanisms

2013 ◽  
Vol 380-384 ◽  
pp. 2510-2514
Author(s):  
Zai Ying Liu ◽  
Ping Yang ◽  
Li Xiao Zhang
Keyword(s):  
Network Management ◽  
Performance Management ◽  
Fault Management ◽  
The Internet ◽  
Management Mechanism ◽  
Management Performance ◽  
Key Technologies ◽  
Mpls Vpn ◽  
Security And Reliability

VPN based on the internet can not only make some enterprises save a large amount of costs, but also has better scalability, security and reliability. The paper introduced the concept and classifications of VPN, and described the key technologies of IPsec VPN and MPLS VPN. At last, we put the emphasis on the VPN network management mechanism, including fault management, performance management and tunnel management.

Using Strategic Planning to Improve Performance Management and Its Impact on Organizational Success

2015 ◽  
Vol 6 (4) ◽  
pp. 44-63 ◽  
Author(s):  
Ahmad Ali Mohassesi ◽  
Rozita Shahbaz Keshvari
Keyword(s):  
Strategic Planning ◽  
Private Sector ◽  
Performance Management ◽  
Planning Process ◽  
Management Practice ◽  
Primary Data ◽  
Management Performance ◽  
Management Tools ◽  
Management Function ◽  
Structured Questionnaire

This research investigated the use of the strategic planning process in improving the management performance of private sector in Iran. Measuring performance is a necessary management practice if action is to result in desired outcomes. An important objective of the Iranian private sector was to focus the attention of private servants on clear specified results rather than bureaucratic procedures. The development of performance management to date appears inadequate in that the most important component of results – outcomes is overlooked from the measurement. Primary data were collected through structured questionnaire with 100 respondents from 20 randomly selected private sectors in different environment. The findings showed the necessity of implementation of strategic planning in private sector concerning the use of appropriate performance management tools and strengthening the implementation of strategic planning functions in order to improve management performance. These findings suggest that specific management function-focused process should be designed and implemented.

scholarly journals Project Management Performance Assessment in the Non-Profit Sector

2019 ◽  
Vol 5 ◽  
Author(s):  
John Lannon
Keyword(s):  
Project Management ◽  
Quality Management ◽  
Performance Assessment ◽  
Performance Management ◽  
Management Practices ◽  
Assessment Model ◽  
Management Systems ◽  
Management Performance ◽  
Non Profit ◽  
For Profit

As the non-profit sector becomes increasingly dependent on projects to achieve its strategic goals, the use of formal project management processes can help to demonstrate to stakeholders that an organisation is taking steps to improve its performance. However the adoption of processes drawn from the for-profit sector does not always yield the desired results. In particular existing performance management systems and quality management systems are unsuitable for the implementation, measurement, and improvement of project management practices in the sector. A new model is therefore proposed for non-profit project management performance assessment. This is based on a conceptual analysis of the European Foundation for Quality Management (EFQM) business excellence model, a project management performance assessment model used primarily in for-profit environments, and an assessment of criteria particular to non-profit organisations. The model is multi-dimensional, flexible, and accounts for multiple stakeholder views. After using it, non-profit organisations can reflect on their performance, create an improvement plan, and use the model again to test their progress.

Performance Management

2009 ◽  
Author(s):  
Gary P. Latham ◽  
Lorne M. Sulsky ◽  
Heather MacDonald
Keyword(s):  
Job Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Discrete Time ◽  
Time Intervals ◽  
Management Performance ◽  
Appraisal Process ◽  
Ongoing Process ◽  
Time Period ◽  
Or Team

A distinguishing feature of performance management relative to performance appraisal is that the former is an ongoing process whereas the latter is done at discrete time intervals (e.g. annually). Ongoing coaching is an integral aspect of performance management. Performance appraisal is the time period in which to summarize the overall progress that an individual or team has made as a result of being coached, and to agree on the new goals that should be set. Common to the performance management/appraisal process are the four following steps. First, desired job performance must be defined. Second, an individual's performance on the job must be observed. Is the person or team's performance excellent, superior, satisfactory, or unacceptable? Third, feedback is provided and specific challenging goals are set as to what the person or team should start doing, stop doing, or be doing differently. Fourth, a decision is made regarding retaining, rewarding, training, transferring, promoting, demoting, or terminating the employmemt of an individual.

scholarly journals THE EFFECT OF BALANCED SCORECARD IMPLEMENTATION ON MANAGEMENT PERFORMANCE PT BANK SYARIAH MANDIRI

2019 ◽  
Vol 3 (1) ◽  
pp. 18
Author(s):  
Alifia Fikriani
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Sampling Method ◽  
Coefficient Of Determination ◽  
Management Performance ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Convenience Sampling ◽  
Internal Business Process ◽  
Distribution Frequency

This study is the application of balanced scorecard on performance management of the Bank Syariah Mandiri Branch Bogor. Utilized a quantitative approach,the statistical method used is multiple linear regression. The sampling method was convenience sampling, which were 38 employees of Bank Syariah Mandiri Bogor. The quality test data used in this study using a test of validity, reliability testing, and distribution frequency questionnaire statement. As for testing the test, the test, t-test, and test the coefficient of determination. The results of the SPSS Version 23.0 for the adjusted R Square result were obtained from the SPSS were 89.4% while the remaining 10.6% were influenced by other variables that are not known. The results show that customer perspective, learning and growth perspective variables are positive and significant effect on management performance. While the financial perspective and internal business process have a positive and not significant perspective on management performance in Bank Syariah Mandiri Branch of Bogor.

scholarly journals Penerapan Sistem Manajemen Kinerja Pegawai Di Bandara Udara Laga Ligo Bua Kabupaten Luwu

2017 ◽  
Vol 3 (2) ◽  
pp. 228
Author(s):  
Kiki Damayanti ◽  
Mappamiring Mappamiring ◽  
Musliha Karim
Keyword(s):  
Data Analysis ◽  
Performance Management ◽  
Direct Observation ◽  
Management System ◽  
Employee Performance ◽  
Performance Management System ◽  
Management Performance ◽  
Inhibiting Factors ◽  
Qualitative Descriptive ◽  
Descriptive Qualitative

This study aimed to describe the implementation of management system of employee performance at Laga Ligo Bua Airport, Luwu regency. The type of the research is descriptive qualitative which involved 10 emplyees as respondent. The teehnique of data analysis used is qualitative-descriptive wich is presented in question, responses and interpretations gained from direct observation and interviev. The results of the research reveal that the implementation of the employec performance management system at Laga Ligo Bua Airport Luwu regerency generally was not effective. It can be identified from the indicators: a) the commitment and policies are implemented properly, b) the plan operaetes well, c) implementation is optimal, d) the inhibiting factors are not in accordance with the indicators that have been set, and e) the supporting factors operates well. Keywords: management, performance  Penelitian ini bertujuan untuk menguraikan bagaimana Penerapan Sistem Manajemen Kinerja Pegawai Di Bandar Udara Laga Ligo Bua Kabupaten Luwu. Jenis penelitian yang digunakan dalam penelitian ini adalah kualitatif dengan 10 responden. Tehnik pengumpulan data dilakukan melalui obsevasi dan wawancara. Teknis analisis data yakni analisis deskriptif kualitatif yang dinyatakan dalam bentuk-bentuk pertanyaan, tanggapan-tanggapan serta tafsiran yang diperoleh dari observasi dan wawancara langsung. Hasil penelitian ini menunjukan bawah secara umum belum berjalan dengan efektif. Hal tersebut dapat dilihat dari indikator (a) komitmen dan kebijakan berjalan dengan lancar, (b) perencanaan berjalan dengan baik, (c) penerapan berjalan dengan baik,(d) faktor penghambat tidak berjalan sesuai indikator yang telah di tetapkan serta (e) faktor pendukung berjalan dengan baik.Kata kunci: Manajemen, Kinerja

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