scholarly journals THE ESSENCE OF STRATEGIC MANAGEMENT AND ANALYSIS OF MODERN MANAGEMENT APPROACHES

2017 ◽  
Vol 12 (12) ◽  
pp. 41-47
Author(s):  
Muzaffar Abdurakhimov ◽  
Keyword(s):  
Strategic Management ◽  
Modern Management ◽  
Management Approaches

CHANGE ENGINEERING AND THE RELATIONSHIP OF CHANGE ENGINEERING WITH MODERN MANAGEMENT APPROACHES

2021 ◽  
Vol 7 (28) ◽  
pp. 18-31
Author(s):  
Kaya AĞIN
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Management System ◽  
Management Practice ◽  
Management Systems ◽  
Total Quality ◽  
Modern Management ◽  
Growth And Change ◽  
Management Approaches

Global growth and change strategies force organizations to change their management systems. Organizations that want to survive and be successful today apre trying to implementmodern management systems under their own management. Thus, they want to continue their existence in a competitive environment by adapting to changing and developing conditions. Organizations that realize the fact that change is a necessity, we see that they renew their organizational structure, systems and processes in order to compete in global markets. Reengineering is one of these methods. The pressure of competition has made system change. compulsory in organizations Reengineering, like other modern management techniques, aims to radically change the organizational management system, processes and policies in order to increase organizational performance. Reengineering is considered to be closely related to total quality management practice. Total quality management aims at customer satisfaction. Reengineering focuses on how to implement it. Organizations, reengineering management system applications will increase organizational performance. In this study, the theoretical framework of reengineering will be conceptually examined and its relations with total quality management will be revealed. Keywords: Change management, Reengineering, Globalization

System principles of modern management

Upravlenie ◽  
10.12737/1971 ◽  
2013 ◽  
Vol 1 (2) ◽  
pp. 5-14 ◽  
Author(s):  
Клейнер ◽  
Gyeorgiy Klyeynyer
Keyword(s):  
Strategic Management ◽  
Subject Area ◽  
Economic Systems ◽  
System Management ◽  
Systems Management ◽  
Modern Management ◽  
Logical Basis ◽  
Special System ◽  
The Subject ◽  
Stable Development

The paper proposes a new concept of system management as a promising theoretical and methodo-logical basis for the organization, coordination and management of socio-economic processes in Russia. The main principles of system management are formulated. A new structuring of the subject area of management, based on the idea of the economy as a sphere of creation, interaction and transformation of social and economic systems are proposed. The necessity to focus managers on a special system complexes, which include all the basic types of socio-economic systems. It is shown that the maintenance the functioning of these complexes with timely updating of their composition provides a stable development of the economy as a whole. Recommendations are given for the tran-sition to systems management, a supply close to the strategic management of the the economy.

scholarly journals Implementasi Maqasid Al-Shari’ah Dalam Manajemen Strategis Syariah

2020 ◽  
Vol 5 (1) ◽  
Author(s):  
Mohamad Toha ◽  
Khoirur Rozikin
Keyword(s):  
Developing Countries ◽  
Strategic Management ◽  
Islamic Law ◽  
The State ◽  
The West ◽  
Modern Management ◽  
Management Models ◽  
Management Concepts ◽  
A Company ◽  
Modern Era

The problem faced by developing countries is the welfare of its citizens. Welfare is an important part of a country. Even the purpose of establishing a country is nothing but the welfare of its people. Various ways, rules, methods, tools, approaches and policies have been tried and carried out by the state in order to achieve these welfare goals. Not only are people in a country that wants to prosper, many companies in developing countries want welfare in the companies they manage. But these companies tend to use conventional strategic management concepts in this modern era. In fact, these companies still experience various problems, both internal and external problems. They incur huge costs to implement various modern management models, but some are lacking and do not bring satisfaction. The implementation of maqa>s}id al-shari>’ah as the making of Islamic law in strategic management is very rarely used, both in terms of economy and government, people are more likely to use conventional strategic management concepts proposed by scientists from the west. This is what causes fraud or dishonesty in managing a company. Therefore this paper is intended to examine the implementation as a form of Islamic law in sharia strategic management. This paper explains that the concept of conventional strategic management is considered a failure in regulating one's behavior towards a better organization. The implementation of maqa>s}id al-shari>’ah as making Islamic law in sharia strategic management is considered by the author as a better alternative than conventional strategic management concepts. Keywords: maqa>s}id al-shari>’ah, islamic law, sharia strategic management

scholarly journals Selected factors of development in the field of metallurgic companies’ management.

2013 ◽  
Vol 1 (1) ◽  
Author(s):  
Šárka Vilamová ◽  
Kamila Janovská ◽  
Roman Kozel ◽  
Milan Stoch
Keyword(s):  
Strategic Management ◽  
Economic Situation ◽  
Marketing Management ◽  
Competitive Environment ◽  
Business Success ◽  
Modern Management ◽  
Resources Evaluation

The business success in the competitive environment depends very much on efficiency and flexibility of firms. The tense economic situation forces companies to change the perspective of the strategic management and use new opportunities for marketing, management, business integration, networking and offshoring.  This paper presents the results of resources evaluation of the modern management trends application in the field of metallurgy, including the identification of specific areas of metallurgical companies in the context of a differentiated approach to the role of the customer as a potential positive competitiveness factor.

scholarly journals Strengthening strategic management approaches to address antimicrobial resistance in global human health: a scoping review

2019 ◽  
Vol 4 (5) ◽  
pp. e001730 ◽  
Author(s):  
Raheelah Ahmad ◽  
Nina Jiayue Zhu ◽  
Andrew J M Leather ◽  
Alison Holmes ◽  
Ewan Ferlie
Keyword(s):  
Antimicrobial Resistance ◽  
Strategic Management ◽  
Human Health ◽  
Financial Incentives ◽  
The Political ◽  
Management Approach ◽  
Cost Shifting ◽  
Strategic Plans ◽  
Retrospective View ◽  
Management Approaches

IntroductionThe development and implementation of national strategic plans is a critical component towards successfully addressing antimicrobial resistance (AMR). This study aimed to review the scope and analytical depth of situation analyses conducted to address AMR in human health to inform the development and implementation of national strategic plans.MethodsA systematic search of the literature was conducted to identify all studies since 2000, that have employed a situation analysis to address AMR. The included studies are analysed against frameworks for strategic analysis, primarily the PESTELI (Political, Economic, Sociological, Technological, Ecological, Legislative, Industry) framework, to understand the depth, scope and utility of current published approaches.Results10 studies were included in the final review ranging from single country (6) to regional-level multicountry studies (4). 8 studies carried out documentary review, and 3 of these also included stakeholder interviews. 2 studies were based on expert opinion with no data collection. No study employed the PESTELI framework. Most studies (9) included analysis of the political domain and 1 study included 6 domains of the framework. Technological and industry analyses is a notable gap. Facilitators and inhibitors within the political and legislative domains were the most frequently reported. No facilitators were reported in the economic or industry domains but featured inhibiting factors including: lack of ring-fenced funding for surveillance, perverse financial incentives, cost-shifting to patients; joint-stock drug company ownership complicating regulations.ConclusionThe PESTELI framework provides further opportunities to combat AMR using a systematic, strategic management approach, rather than a retrospective view. Future analysis of existing quantitative data with interviews of key strategic and operational stakeholders is needed to provide critical insights about where implementation efforts should be focussed, and also how to build contingency at the strategic level for agile responses to macro-level environmental influences.

A Democratic Approach to Strategic Management in Sport Organizations

2015 ◽  
pp. 1466-1487
Author(s):  
Robert C. Schneider
Keyword(s):  
Critical Thinking ◽  
Strategic Management ◽  
Case Studies ◽  
Implementation Strategies ◽  
Management Approach ◽  
Democratic Process ◽  
Sport Organizations ◽  
Organizational Mission ◽  
Democratic Management ◽  
Management Approaches

The purpose of this chapter is to provide the reader with an understanding and working knowledge of a democratic management approach to sport organizations. Referenced narrative is supplemented by case studies, critical thinking questions, and defined terms that support the discussion of democratic management theory from the organizational mission development to implementation strategies. A range of strategic management approaches featuring a democratic approach for various types of sport organizations centers on influences of diversity, the sporting community and member input, voting as a cornerstone, fostering a culture of mutual sharing, managerial transparency, willful employee commitment and engagement, and threats to democratic management such as commercialism. Challenges to democratic management including maintaining a moral focus, its time intensive nature, and balancing stakeholder wants with adherence to the democratic process are addressed.

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