scholarly journals Methodology of adaptive management of industrial Park structure based on stakeholder approach

2019 ◽  
Vol 80 (4) ◽  
pp. 371-377
Author(s):  
A. E. Plahin
Keyword(s):  
Development Strategy ◽  
Adaptive Management ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Management Systems ◽  
Industrial Park ◽  
Stakeholder Approach ◽  
Management By Objectives ◽  
Development Indicators ◽  
Characteristic Features

The purpose of the scientific research presented in this article is the development of the methodological bases for the management of industrial park structures as objects of management. The necessity of the development and development of adaptive management in modern economic conditions is substantiated. The author set the task of exploring the possibilities of adaptive management technology in the context of the development of a stakeholder approach theory for industrial park structures, involving a large number of stakeholders that directly and indirectly influence activities and the subsequent distribution of the results of these activities among stakeholders effects. The central task of the adaptive management of the industrial park structure as an object of management is the search for a mechanism to adapt the strategic priorities of its existence and the corresponding streamlining of decisions and activities in accordance with the identified strategic priorities. The characteristic features of Management by objectives (MBO), proposed in 1954 by Peter Drucker (DruckerP.), The modified Tableau de bord system developed by Chiapello E., Lebas M., and the concept and adaptive management of key performance indicators Key Performance Indicators ( KPI). The study revealed trends in the structure of services provided by consulting companies for the implementation of adaptive management systems in Russia. A sectoral profile of implemented projects on the implementation of adaptive management systems in Russian companies is presented. The methodological problems of implementing an adaptive control system are studied. In conclusion, the author proposes a methodology for adaptive management of an industrial park structure based on building a set of strategic measures aimed at leveling the development strategy of an industrial park structure depending on the state of development indicators, including for the purpose of making decisions on regulating this system, the set of possible options in case of rejection of the indicative assessment of the result of the activity of the stakeholder.

Multi-dimensional model for determining the leading performance indicators of safety management systems

Work ◽  
2020 ◽  
Vol 67 (4) ◽  
pp. 959-969
Author(s):  
Mohsen Falahati ◽  
Ali Karimi ◽  
Iraj Mohammadfam ◽  
Adel Mazloumi ◽  
Ali Reza Khanteymoori ◽  
...  
Keyword(s):  
Performance Indicators ◽  
Safety Management ◽  
Health And Safety ◽  
Key Performance Indicators ◽  
Management Systems ◽  
Performance Measurements ◽  
Organizational Strategies ◽  
Safety Management Systems ◽  
Ahp Method ◽  
Short Period

BACKGROUND: Health and safety performance measurements aimed to provide information on the progress and current situation of organizational strategies and activities. OBJECTIVES: We developed a model to determine and select safety key performance indicators in order to assess safety management systems. METHODS: This study has been designed in six steps aiming at defining a model of leading performance indicators (LPIs) and selecting key performance indicators (KPIs) using the AHP method. RESULTS: According to the results analysis, 116 structural and operational indicators were defined based on the components of the OHSAS 18001 management system. For this purpose, 19 structural, 27 operational and 33 active KPIs were selected by AHP and BN techniques. CONCLUSION: Development of LPIs is influenced by various organizational, managerial, and operational factors. LPIs extracted from the components of the OHS-MS deployed in an organization are often passive and cannot show the changes in the safety status of a workplace in a short period. The model presented in this study was designed with an emphasis on extraction of active and operational indicators, as they were capable of detecting performance changes in construction industries.

scholarly journals Benchmarking of industrial park infrastructures in Germany

2014 ◽  
Vol 21 (6) ◽  
pp. 854-883 ◽  
Author(s):  
Gunter Festel ◽  
Martin Würmseher
Keyword(s):  
Cost Saving ◽  
Performance Indicators ◽  
Best Practice ◽  
Key Performance Indicators ◽  
Individual Performance ◽  
Operational Performance ◽  
Industrial Park ◽  
Content Type ◽  
Industrial Parks ◽  
The Individual

Purpose – The purpose of this paper is to evaluate the operational performance of industrial park infrastructures in Germany to find first indications for cost saving potentials. Design/methodology/approach – Between 2006 and 2007, six chemical parks and chemical related industrial parks in Germany participated in a benchmarking study with focus on operation and maintenance of buildings, communication infrastructures and traffic infrastructures. Based on data analysis in combination with workshops, numerous key performance indicators were defined and calculated. Findings – To compare the different complexities of the analysed infrastructures, the most important key performance indicators were adjusted using correction factors defined and verified during the workshops. This made a discussion based on comparable and comprehensible figures possible which increased the acceptance and applicability of the benchmarking methodology. The benchmarking results showed large differences in performance levels, indicating that there are significant cost saving potentials in some industrial parks. Research limitations/implications – The comparability may remain limited due to the partly insufficient availability of data from the participants. Other limitations are due to the small number of investigated industrial parks and the focus of the benchmarking study on Germany. Originality/value – The developed benchmark and best practice methodology is well suited to evaluate best practice in the field of industrial park infrastructures. It is important for industrial parks to understand the individual performance level and to adapt best practice in all areas.

scholarly journals INTEGRATION OF PLANNING SYSTEMS WITH RISK MANAGEMENT SYSTEMS ON LARGE ENTERPRISES

2019 ◽  
Vol 10 (2) ◽  
pp. 122-133
Author(s):  
Yu. V. Trifonov ◽  
S. M. Brykalov ◽  
V. Yu. Trifonov
Keyword(s):  
Risk Management ◽  
Performance Management ◽  
Performance Indicators ◽  
System Integration ◽  
Management System ◽  
Key Performance Indicators ◽  
Nuclear Industry ◽  
Management Systems ◽  
Industrial Enterprises ◽  
Risk Management System

The article describes the strategic management methodology based on the use of key performance indicators system, recommendations for its further development are given. The necessity of integration above-mentioned methodology with the methodology of risk management systems is justified for large companies. The main conceptual states and stages of key performance indicators system and risk management system integration are given. Integration processes are illustrated by the example of a particular large company.Conceptual states and integration stages of  key performance indicators system with risk management system are considered. Specific organizational and technical measures for implementation of above-mentioned systems  at the nuclear industry enterprises are described as well. Key performance indicators for risk management system are proposed to be laid for introducing enterprises’  performance management.The results of theoretical and empirical research, the described tools and approaches can be used in other industrial enterprises, regardless of their business.

scholarly journals Formation of competitive development strategy key performance indicators’ system for consulting companies

2020 ◽  
Vol 18 (1) ◽  
pp. 53-60
Author(s):  
Inna Gruzina ◽  
Maryna Poliukhovych
Keyword(s):  
Development Strategy ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Optimal Number ◽  
Enterprise Development ◽  
Key Factors ◽  
Competitive Strategies ◽  
Intellectual Potential ◽  
Goals And Objectives ◽  
Consulting Companies

The information on the main stages of key performance indicators selection and formation for the process of estimating the competitive development strategy effectiveness of consulting companies is analyzed, the types of indicators, their differences are examined, the existing views and recommendations of researchers and experts on the expediency of using certain indicators directly by consulting companies are generalized. Various areas of consulting are described and it is suggested to take into account the specifics of the consulting business when selecting relevant performance indicators of their competitive strategies. Comprehensive and relentless globalization has made the protection of company’s intellectual capital one of the key factors in the success of enterprise development. As the main asset of any consulting company are people and their intellectual potential, competition in this area has become quite strong and fierce. Since the main asset of the consulting company is people and their intellectual potential, the competition in this field is very strong and fierce. Thus, the predominance of intellectual work requires specific accounting for the assets of consulting companies and an assessment of the efficiency of use of these assets in accordance with the developed strategy. Given the fact that, by their content, performance indicators should assist managers and business owners in making decisions about evaluating the effectiveness of their chosen process or the performance of a particular system in the enterprise, evaluating the effectiveness of business development as a whole, the possibility of using a certain range of indicators to evaluate consulting company’s strategies effectiveness was considered. In particular, the results of the analysis of the main goals and objectives set in the development of a competitive consulting company’s development strategy suggested the use of groups of indicators (both financial and non-financial) to evaluate the effectiveness of the enterprise competitive strategy, enterprise development strategy or directly to evaluate the competitive development strategy of consulting companies. In addition, the emphasis is placed on determining the optimal number of indicators of the consulting company’s development strategy and analysis of data of different size and geography of business of consulting companies.

PLACE OF PERFORMANCE MEASUREMENT IN THE MANAGEMENT SYSTEM OF THE ORGANIZATION

2017 ◽  
Vol 6 (2) ◽  
pp. 29-32
Author(s):  
Еремина ◽  
G. Eremina ◽  
Соболь ◽  
O. Sobol
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Performance Measurement System ◽  
Financial Indicators ◽  
Management By Objectives ◽  
Evaluation Of Performance ◽  
Performance And Evaluation

The article analyzes the existing western approaches to the evaluation of performance indicators, which are now actively used in Russia: Management by Objectives, Balanced Scorecard, a system for assessing key performance indicators, etc. The work of domestic authors is also considered, dedicated to measuring financial performance and evaluation of staff. The article deals with the main concepts related to measuring performance: «key performance indicators» (KPIs), «key results indicators» (KRIs) and etc. The research showed that in most cases companies use existing methods to measure their performance, aimed at assessing financial indicators or qualifications, knowledge, skills of employees. In turn, the methods of measuring effectiveness and effectiveness, which allow to reflect the level of achievement of the set goals, the degree of effectiveness of the activities of personnel and the organization as a whole, provide feedback to employees on key areas of their actions are in demand less. The article also provides the basic rules for the application of the performance measurement system, which makes it possible to improve the efficiency of its application.

Valuation of Personnel Management Services (Lecture 9).

2015 ◽  
Vol 4 (5) ◽  
pp. 55-59 ◽  
Author(s):  
Митрофанова ◽  
Elena Mitrofanova
Keyword(s):  
Human Resources ◽  
Personnel Management ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Management Program ◽  
Expert Assessment ◽  
Management By Objectives ◽  
The Subject ◽  
Management Services

This article continues the abstract of lectures on the subject «Economics Personnel Management» program bachelor. The article reveals the essence and purpose of the evaluation of the Human Resources Department. The main indicators to assess the effectiveness of personnel management are presented. The article describes the methods to assess the effectiveness of personnel management, including expert assessment, HRbenchmarking, analysis of human resources, personnel audit, key performance indicators, management by objectives, methodology ROI.

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