Enterprise Quality Perception in a Changing Environment

2021 ◽  
pp. 23-43
Author(s):  
Montserrat Mata-Fernández
Keyword(s):  
Cultural Change ◽  
Great Benefit ◽  
Changing Environment ◽  
Quality Perception ◽  
A Company ◽  
New Framework

This chapter gives an overview of the importance of the quality as a whole in a company, considering it moves in an environment not only determined by the velocity of change of the technologies but also by the cultural change suffered in recent years. It has been proposed a new framework where new factors have to be analyzed to achieve a company pioneer and leader in the industry. Also, it explains all the benefits of doing it and how it will affect the performance of the staff, in the vision of clients and users, and the financial results of the firm. In conclusion, all these advantages will have a great benefit to society.

Chapter 2 Phân tích môi trường marketing (analyzing the marketing environment)

2021 ◽  
Author(s):  
Dao Duy Tung
Keyword(s):  
Marketing Strategies ◽  
Customer Relationships ◽  
Changing Environment ◽  
Marketing Environment ◽  
A Company

marketing operates in a complex and changing environment. Other actors in this environment such as suppliers, intermediaries, customers, competitors, public, and others including may work with or against the company. Major environmental forces demographic, economic, natural, technological, political, and cultural shape marketing opportunities, pose threats, and affect the company’s ability to engage customers and build customer relationships. To develop effective marketing strategies, a company must first understand the environment in which marketing operates

24. Flat Ownership: Long Leases and Commonhold

2021 ◽  
pp. 940-964
Author(s):  
Ben McFarlane ◽  
Nicholas Hopkins ◽  
Sarah Nield
Keyword(s):  
Efficient Management ◽  
A Company ◽  
New Framework ◽  
Academic Debate

All books in this flagship series contain carefully selected substantial extracts from key cases, legislation, and academic debate, providing able students with a stand-alone resource. This chapter addresses the far-reaching issues of ensuring the effective and efficient management of flats. Flat ownership is obtained by granting the flat owner a long lease of his or her flat, with the freehold reversion being held either by an independent landlord or by a company owned collectively by the flat owners. The Commonhold and Leasehold Reform Act 2002 has introduced commonhold to offer a new framework for flat ownership, but, in many cases, it holds few advantages over the long lease where the reversion is collectively owned by the flat lessees through a corporate vehicle.

Creating “sticky” culture: how to drive lasting behavioral change

2018 ◽  
Vol 17 (6) ◽  
pp. 270-274
Author(s):  
Chris Dyer
Keyword(s):  
Cultural Change ◽  
Behavioral Change ◽  
Design Methodology ◽  
Management Strategies ◽  
Leadership And Management ◽  
Content Type ◽  
Practical Advice ◽  
Company Culture ◽  
A Company

Purpose The paper aims to show how you can create a lasting cultural change within a company. Design/methodology/approach The paper is based on in-depth research that world-leading organizations are taking to build and maintain their culture, revealing the “seven pillars” of success. Findings In the author’s research into what comprises healthy culture in the world’s most successful businesses, the author identified seven crucial support pillars. Among these are leadership and management strategies that bolster employees mentally. These are what change people’s minds about how and why to perform well. Originality/value This paper gives practical advice on how to cement behavioral change in a company and create a promising, healthy new company culture.

24. Flat Ownership: Long Leases and Commonhold

Land Law ◽  
2018 ◽  
Author(s):  
Ben McFarlane ◽  
Nicholas Hopkins ◽  
Sarah Nield
Keyword(s):  
Efficient Management ◽  
A Company ◽  
New Framework ◽  
Academic Debate

All books in this flagship series contain carefully selected substantial extracts from key cases, legislation, and academic debate, providing able students with a stand-alone resource. This chapter addresses the far-reaching issues of ensuring the effective and efficient management of flats. Flat ownership is obtained by granting the flat owner a long lease of his or her flat, with the freehold reversion being held either by an independent landlord or by a company owned collectively by the flat owners. The Commonhold and Leasehold Reform Act 2002 has introduced commonhold to offer a new framework for flat ownership but in many cases it holds few advantages over the long lease where the reversion is collectively owned by the flat lessees through a corporate vehicle.

Managing a New Pressure Cycling Reality in Liquid Pipelines

2014 ◽  
Author(s):  
Syed J. Haider ◽  
Steven Textor ◽  
Aaron Sutton ◽  
Yvan Hubert
Keyword(s):  
Cultural Change ◽  
Pressure Cycling ◽  
Fatigue Design ◽  
Pressure Profiles ◽  
Potential Development ◽  
The Many ◽  
Pump Stations ◽  
The Impact ◽  
A Company ◽  
Limiting Pressure

Pressure cycling is one of the many operational factors a liquids pipeline company has to contend with in their pipeline integrity cracking program. The management of pressure cycling is important because of the potential development and growth of cracks in the pipe wall by fatigue mechanism where pressure cycling acts as the driving force. The operational source of these cycles can be complex but often include planned start/stops, batch pigs passing pump stations, mid-point injections or deliveries, viscosity changes due to commodity transitions, flow rate changes, and unplanned line outages. The first step to understanding pressure cycling is the development of a methodology which defines pressure cycling targets and monitors cycling on the line. Enbridge Pipelines Inc. (Enbridge) has developed two processes to manage pressure cycling on existing and future assets. These procedures help define the path to limiting pressure cycling but also steer the cultural change required to mitigate this risk within an established operating environment. All operational lines within Enbridge Pipelines Inc. are monitored monthly for pressure cycling risks. Understanding the impact of pressure cycling on these lines can be very complex. To determine the risks associated with an operating pipeline the line’s susceptibility to cracking and its pressure cycling severity must be understood. Once the risks are identified, a pressure cycling mitigation plan, to ensure continued safe operation of the asset can be developed. In order to complete a mitigation plan a detailed operational review needs to be conducted and a company-wide team engaged. The team will determine how the existing operational philosophy can change or what physical modifications are required to improve the current operation and limit or reduce pressure cycling. All new projects within Enbridge have to meet the “Fatigue Design Standard for New Pipelines” to ensure the new line has been designed to handle the estimated cycling. To estimate the cycling of a new line the operational philosophy needs to be well understood; this includes: injection/delivery points, planned maintenance outages, estimated unplanned outages, commodity transitions, transient mitigation, and pressure profiles for each known event. This paper will focus on the processes Enbridge uses to manage pressure cycling on new and existing lines. A separate paper from Enbridge titled “IPC2014-33566: Allowable Pressure Cycling Limits for Pipelines” focuses on the fatigue science and how the pressure cycling targets are determined for the pipelines.

scholarly journals STRATEGIC MANAGEMENT OF A COMPANY UNDER THE CONDITIONS OF A CHANGING ENVIRONMENT

10.23856/2504 ◽  
2017 ◽  
Vol 25 (6) ◽  
pp. 38
Author(s):  
Mirosława Skalik ◽  
Olena Burunova ◽  
Alla Suriak
Keyword(s):  
Strategic Management ◽  
Changing Environment ◽  
Crucial Element ◽  
Operating Decisions ◽  
The Right ◽  
A Company

 The functioning of enterprises in the changing environment is exposed to high risks. Ability to respond appropriately to changes is associated with the need to develop the right strategy. Managing a business is a big challenge for managers. Distinguishing strategic and operating decisions is a crucial element of planning and organising activity. Define objectives and indicators depicting their implementation is the basis for strategic management. These problems are discussed in this article.

QUANTUM INSPIRED REINFORCEMENT LEARNING IN CHANGING ENVIRONMENT

2013 ◽  
Vol 09 (03) ◽  
pp. 273-294 ◽  
Author(s):  
PEGAH FAKHARI ◽  
KARTHIKEYAN RAJAGOPAL ◽  
S. N. BALAKRISHNAN ◽  
J. R. BUSEMEYER
Keyword(s):  
Quantum Theory ◽  
Reinforcement Learning ◽  
Optimal Path ◽  
Changing Environment ◽  
Grover Algorithm ◽  
Complex Problems ◽  
New Framework

Inspired by quantum theory and reinforcement learning, a new framework of learning in unknown probabilistic environment is proposed. Several simulated experiments are given; the results demonstrate the robustness of the new algorithm for some complex problems. Also we generalized the Grover algorithm to improve the rate of converging to an optimal path. In other words, the new generalized algorithm helps to increase the probability of selecting good actions with better weights' adjustments.

27. Flat ownership:

2015 ◽  
Author(s):  
Ben McFarlane ◽  
Nicholas Hopkins ◽  
Sarah Nield
Keyword(s):  
Efficient Management ◽  
A Company ◽  
New Framework ◽  
Academic Debate

All books in this flagship series contain carefully selected substantial extracts from key cases, legislation, and academic debate, providing able students with a stand-alone resource. This chapter addresses the more far-reaching issues of ensuring the effective and efficient management of flats. Flat ownership is obtained by granting the flat owner a long lease of his or her flat, with the freehold reversion being held either by an independent landlord or by a company owned collectively by the flat owners. The Commonhold and Leasehold Reform Act 2002 has introduced commonhold to offer a new framework for flat ownership but in many cases it holds few advantages over the long lease where the reversion is collectively owned by the flat lessees thorugh a corporate vehicle.

Adult safeguarding and the Care Act (2014) – the impacts on partnerships and practice

2017 ◽  
Vol 19 (4) ◽  
pp. 209-219 ◽  
Author(s):  
Adi Cooper ◽  
Claire Bruin
Keyword(s):  
Cultural Change ◽  
Design Methodology ◽  
Social Care ◽  
Local Authority ◽  
Senior Manager ◽  
Content Type ◽  
The Impact ◽  
Insight Into ◽  
New Framework

Purpose The purpose of this paper is to look at the impacts on adult safeguarding partnerships and practice over 18 months following the implementation of the Care Act (2014) from the perspectives of an independent Chair of two Safeguarding Adults Boards (SABs) and a senior manager in adult social care in a local authority. They look at the areas of: wellbeing and safety, safeguarding activity and process, changing criteria and definitions, Making Safeguarding Personal, SABs, safeguarding adult reviews and advocacy. Design/methodology/approach The authors draw together information from published sources, experience and networks. Findings The paper argues that the impact on adult safeguarding and SABs has been greater than originally envisaged in a range of areas. This appears to be as a result of adult safeguarding having been made statutory, a new framework having been put in place, and added impetus given to a cultural change in adult safeguarding practice. Originality/value The authors have been engaged in delivering the adult safeguarding elements of the Care Act (2014) and so provide unique insight into the experience of making the changes required to meet the new statutory requirements and achieve the objective of protecting peoples’ rights to live in safety, free from abuse or neglect.

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