Visitor management and ecological integrity: one example of an integrated management approach using Decision Analysis

2003 ◽  
Vol 11 (4) ◽  
pp. 346-354 ◽  
Author(s):  
Wictoria Rudolphi ◽  
Wolfgang Haider
Keyword(s):  
Decision Analysis ◽  
Integrated Management ◽  
Ecological Integrity ◽  
Management Approach ◽  
Visitor Management

Can an integrated management approach provide a basis for long-term prevention of weed dominance in Australian pasture systems?

Weed Research ◽  
2005 ◽  
Vol 45 (3) ◽  
pp. 175-192 ◽  
Author(s):  
R K HUWER ◽  
D T BRIESE ◽  
P M DOWLING ◽  
D R KEMP ◽  
W M LONSDALE ◽  
...  
Keyword(s):  
Integrated Management ◽  
Management Approach

scholarly journals An Integrated Management Approach in a Higher Education Technology Support Unit

2013 ◽  
pp. 206-228
Author(s):  
Lesley G. Boyd ◽  
Jill W. Fresen
Keyword(s):  
Instructional Design ◽  
Project Management ◽  
Quality Management ◽  
Quality Management System ◽  
Integrated Management ◽  
Good Practice ◽  
Management Approach ◽  
Design Development ◽  
Support Unit ◽  
Instructional Design Process

This case study is located in the Department for Education Innovation (EI), a teaching and learning support unit at the University of Pretoria in South Africa. The initial problem was the need to apply project management and quality management principles to the services offered by the department to faculty members. The authors describe the implementation of a formal, online, process-based Quality Management System (QMS) designed to self evaluate, document, and improve the Instructional Design (ID) process that guides the development of educational technology solutions in EI. The project was completed in 2005 and was included in a CEN (European Committee for Standardization) Good Practice Guide for outstanding implementations of quality approaches in e-learning. The QMS provides a mechanism to support a consistent project management approach, and the case illustrates successful integration between three cycles: Project Management (PM), Quality Management (QM), and the ADDIE (Analysis, Design, Development, Implementation, and Evaluation) instructional design process.

Assessment of soil carbon storage and nutrient contents in some wetlands soils of the northeastern region of Bangladesh

2021 ◽  
Vol 30 (1) ◽  
pp. 115-124
Author(s):  
Arafat Rahman ◽  
MS Islam ◽  
Humyra B Murshed ◽  
MJ Uddin ◽  
ASM Mohiuddin ◽  
...  
Keyword(s):  
Soil Depth ◽  
Integrated Management ◽  
Management Approach ◽  
Wetland Soils ◽  
Soil Layers ◽  
Soil C ◽  
Nutrient Contents ◽  
C Storage ◽  
Soil C Storage ◽  
Land Types

An investigation was carried out in four designated wetlands to assess soil organic carbon (SOC) storage and evaluate soil nutrients of the northeastern Sylhet basin of Bangladesh. SOC storage was the highest in the Nikli wetland (4.1 Tg), followed by Hakaluki (4.0 Tg), Hail (2.8 Tg) and Balai wetland soils (2.6 Tg) at 100 cm depths. It is found that the total soil C storage across the medium low land (MLL) and low land (LL) sites covering the four wetlands of the Sylhet basin is about 13.5Tg. C storage across the MLL and LL sites at 100 cm depths was estimated about 5.1Tg and 8.4Tg respectively. It is found that SOC storage was higher in the low land sites in contrast to medium low land sites. The soil property varies depending on land types, soil depths and spatial distributions. Among the investigated wetland soils, Hakaluki wetland stored higher amount of SOC in the deeper soil layers whereas an inverse relationship between soil depth and SOC storage was noted for rest of the wetlands. It is apprehended that SOC storage thus gradually lessening in greater magnitude due to climate change and other anthropogenic reasons. An integrated management approach should be developed to restore the SOC sink. Dhaka Univ. J. Biol. Sci. 30(1): 115-124, 2021 (January)

scholarly journals Maintaining standing stones benefits biodiversity in lowland heathland

Oryx ◽  
2018 ◽  
Vol 52 (2) ◽  
pp. 240-249 ◽  
Author(s):  
Emma Shepheard-Walwyn ◽  
Shonil A. Bhagwat
Keyword(s):  
Biodiversity Conservation ◽  
Cultural Landscapes ◽  
Anthropogenic Activities ◽  
Integrated Management ◽  
Conservation Strategies ◽  
Management Approach ◽  
Landscape Matrix ◽  
Sacred Sites ◽  
Cultural Aspects ◽  
The Uk

AbstractThe exploitation of natural resources by people generally has detrimental effects on nature but in some cases anthropogenic activities can result in changes to the natural environment that produce new habitats and increase biodiversity. Understanding and supporting such cultural aspects of land use is an important part of effective conservation strategies. The UK has a range of cultural landscapes that contribute to the landscape matrix and are often important for biodiversity. However, little research has been conducted on the relationship between various types of cultural landscapes or their effects on biodiversity. We examined the interaction between semi-natural sacred sites and lowland heathland in Cornwall, and the contribution these sites make to the overall biodiversity within the habitat. We found that semi-natural sacred sites had significantly higher levels of biodiversity compared to surrounding heathland; the existence and use of the sites created new and important habitats for rare and threatened heathland species; and the spiritual and cultural use of the sites aids the management of heathland. Promoting the use of semi-natural sacred sites could therefore contribute to biodiversity conservation. Furthermore, the cultural and spiritual importance of such sites potentially increases the availability of volunteer resources for their management. We highlight the importance of an integrated management approach for achieving effective biodiversity conservation in areas containing multiple types of cultural landscapes.

An integrated process-based approach to intellectual capital management

2020 ◽  
Vol 26 (7) ◽  
pp. 1833-1850
Author(s):  
Oksana Lentjušenkova ◽  
Inga Lapiņa
Keyword(s):  
Development Strategy ◽  
Intellectual Capital ◽  
Management System ◽  
Business Processes ◽  
Integrated Management ◽  
The Other ◽  
Management Approach ◽  
Content Type ◽  
Stakeholder Interests ◽  
The Impact

PurposeNowadays, the aspects of the intellectual capital (IC) management have become important, valuing it as an integral part of the organisation. Researchers emphasise the strategic importance of IC management, particularly in the context of satisfying the stakeholders' interests and value creation. However, the existing studies reflect individual elements of IC management, not analysing them as a system which is a part of the organisational management system, and hence it is impossible to draw valid conclusions on the impact of IC on the organisation's performance. The aim of the paper is to describe an approach to the elaboration of the IC management strategy and its integration into the organisation's management system.Design/methodology/approachThe developed approach is based on a holistic and systemic view of the organisation, where IC management is integrated into the organisation's management . This approach is based on the structure of IC developed by Lentjušenkova and Lapina (2016). In this structure, business processes are the IC component that unites the other three ones – human capital, technologies and intangible assets. The study has used induction and deduction, as well as analytical and synthetic qualitative research methods, including logical constructive and conceptual (concept) analysis.FindingsElaborating the organisational strategy by taking into account the stakeholder interests, the organisation is able to ensure sustainable development. Using the integrated management approach, IC management is integrated into the organisation's activities and joint operational strategy. In this case, IC management becomes an integral part of the organisation's activities functioning in conjunction with the other organisation's systems, and it is integrated into all ongoing business processes.Research limitations/implicationsThe approach the authors have proposed to IC management could be adapted by small and medium-sized companies. Using it, companies do not need to create special functional units or division, because IC becomes an integral part of organisation's processes.Originality/valueIn previous studies, business processes were considered as one of the components of IC. In the study’s approach, business processes imply integration of IC into the overall organisation management system. As a framework for the proposed approach, the authors have used the Deming cycle “Plan-Do-Check-Act” that envisages dividing the development and implementation of the IC management and development strategy into four phases, with a clear allocation of tasks and a defined outcome for each individual phase. To use this approach, it is enough for organisations to conduct an analysis of processes and, depending on the strategic goals of the organisation, make additions related to managing IC.

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