New Management System Research Articles

The international space station: Overview and current status

The International Space Station, as the largest international civil program in history, features unprecedented technical, managerial, and international complexity. Over the last two years, it has experienced major redesigns and incorporated new international expertise through the involvement of Russia. Because of these challenges, new systems of management, new international relationships, new types of partnerships, and new funding mechanisms had to be developed. However, the International Space Station Program is currently operating on schedule and within budget. A number of major milestones were accomplished this year. A tremendous amount of credit for the continuing success of this Program goes to those people of all nationalities who are involved in the Program and who are dedicated to meeting the challenges to come.

The New Model of Economic Management

One of General Secretary Gorbachev's key economic advisors outlines the basic components of a new “model” of economic management in the USSR (e.g., new forms of private and cooperative activity, increased flexibility in production, relationships in state enterprises, election of directors), to be in place by the early 1990s. Also presented is the rationale for the current timetable of the reform. American participants in the first joint Soviet Economy roundtable then discuss with the Academician the role of collectives and local Party officials in the new system of management. Journal of Economic Literature, Classification Numbers: 027, 052, 124.

A new system for management of the “Master Oceanographic Observation Data Set” (MOODS)

The Naval Oceanographic Office (NAVOCEANO) at NSTL, Miss., collects, analyzes, and displays oceanographic and hydrographic data to support naval operations. The Fleet Numerical Oceanography Center (FNOC) in Monterey, Calif., serves as the production center for most analysis and forecast fields of oceanographic and meteorological parameters, including daily environmental tactical support products for the operating forces. Until 1985, FNOC was responsible for the Master Oceanographic Observation Data Set (MOODS). NAVOCEANO has obtained MOODS from FNOC in order to provide for its maintenance and updating. The term “maintenance” in this case means making data contained in MOODS available to investigators at NAVOCEANO and available to other data requestors that NAVOCEANO is obligated to serve. “Updating” means adding to MOODS both recent observations and data not already contained in MOODS, as well as improving the quality of the data in MOODS. NAVOCEANO is in the process of developing a computer‐based system to perform those functions.

A new system for management of the ‘Master Oceanographic Observation Data Set (MOODS)’ : Teague, W.J., E.J. Molinelli and M.J. Carron, 1987. Eos, 68(22):553, 558–559

A new system for management of the ‘Master Oceanographic Observation Data Set (MOODS)’ : Teague, W.J., E.J. Molinelli and M.J. Carron, 1987. Eos, 68(22):553, 558–559

The technical development of sheep production from hill land in Great Britain

The hill-sheep farming industry in Great Britain, in which the ewe flocks are dependent on grazed pastures throughout the year, is described briefly. Research work on the relationships between nutrition and the various components of hill-sheep production (principally ovulation rate, lamb birth weight, milk production and lamb growth rate) has provided an understanding of the biological reasons for current low levels of output, and has led to the development of a new system of management. This is based on the provision of improved nutrition, from higher quality pasture, at the two stages in the annual cycle when sheep production is most responsive to changes in nutrition, i.e. during lactation and in the pre-mating/mating period. In large field-scale tests of the new management system increases of 130 to 290% in the weight of weaned lamb produced have been achieved as a result of combined increases in output per ewe and in ewe numbers.

The Development of Trout Angling in Scotland

The need for the development of trout angling in Scotland has been stated in the government White Paper on angling in 1971. From the information available on angling in Scotland it is clear that there is excess demand over supply for the well managed, high quality fishery. There is considerable evidence of under-utilization of many waters often of much lower value. There is therefore the need for development of a few intensively managed waters intended for heavy exploitation and a large number of fisheries of good quality intended for relatively low exploitation. In order to encourage membership of the Scottish Angler's Trust (SAT), the body which, it is hoped, will organize trout angling in Scotland, these latter waters should be well distributed geographically. A new system of management for the many fisheries intended for low exploitation is suggested which would maintain fairly low labour and equipment costs while still maintaining management efficiency. Essentially this would involve mobile, experienced management teams, area superintendents and a large number of seasonal workers. Financially it is not clear that the self-sufficiency objective can be met. It is unlikely that annual costs will be less than £0.5 million and, if financial problems are encountered, it may be possible to justify some further government support on the basis of the importance of the holiday angler to the Scottish economy. Financial problems may well arise if water acquisition proves difficult and, as a consequence, membership is low. Given the proposed methods of acquisition such problems seem a distinct possibility. It is suggested that further legislation introducing a licensing system is vital and that legislation turning over publicly owned waters to the SAT would be of great value in ensuring the successful development of trout angling in Scotland.

Globus: The retail conglomerate and its effect on organisational structure

Globus, the Swiss retail organisation, is a classic example of a retail conglomerate. It includes seven department stores, 35 chain stores, 11 menswear shops, two department stores in France and a small publishing operation. Since 1974 a new system of management has been in operation which has had its effect on organisational structure. Hans Mahler, Globus President, outlined this system to a distinguished audience gathered together in London ‐ it formed the occasion for the Fifth Fraser Lecture on Retailing.

The Case for New Domestic Animals

You do not grow bananas in the north of Scotland or raspberries in the Serengeti. Similarly temperate-zone cattle are not suited to Africa's semi-arid lands but giraffe and eland thrive. So these and other wild species, says the author, should be domesticated for such lands—40 per cent of Africa south of the Sahara is semi-arid—with cattle farming restricted to the highlands. In addition, research on new systems of management should aim to make use of the wild animals’ preferences for different grasses, bush and browse—from the tree-top using giraffe to the root-digging warthog.

Improvements In the Wholesale Price System

The elaboration and introduction of new wholesale prices in 1967 were a prerequisite to, and an important stage in, implementation of the economic reform. The experience derived from their application indicates that, essentially, they accord with the requirements of the reform. Since the introduction of new wholesale prices, all branches of industry have operated on a profitable basis. There has been a sharp reduction in the number of enterprises operating at a planned loss—their share in overall industrial output is less than 3%. The branch levels of profitability have moved closer, and a single criterion has been adopted for determining the price level: profitability vis-à-vis the value of productive capital. These measures have made it possible to convert all industry to the new system of management. However, a further development of the economic reform imposes new demands on the wholesale price system and requires its improvement. The intensified role of prices in stimulating technical progress and in improving the technical level and quality of production is becoming the main factor in this direction. Prices must promote the most rapid development of models of new, advanced, and economically effective equipment, as well as the timely mastering of the production of this equipment and its introduction into the national economy. At the same time, the use of economically substantiated methods of price formation must curb the production of ineffective, obsolete equipment that merely bears the outward appearance of novelty. Finally, an arbitrary rise in the prices of new equipment must be averted, for this would retard the introduction of advanced machinery and materials.

Credit And the Economic Substantiation For Interest On Credit

To a considerable extent, the stimulating role of credit in the process of social reproduction depends on the substantiation of bank interest. In the course of the economic reform being carried out, the principles of an active credit policy, capable of exerting a stimulating influence on the economic performance of the enterprise, are being formed. The complex of measures (making bank interest dependent on the performance of enterprises, raising the general level of interest rates, and differentiating them according to economic factors, etc.), instituted in keeping with the decisions of the September (1965) Plenum of the CPSU Central Committee and the 23rd Party Congress, has created conditions for a certain increase in the significance of interest in the economic accountablility system of enterprises and in credit relations between enterprises and the bank. Nonetheless, the rise in the average interest level for credit, and a certain differentiation of it for enterprises that have been converted to the new system of management, have not yet made interest an effective lever for influencing production or a criterion for the effective application of credit resources.

The New System of Management – An Important Stage in the Development of the Bulgarian Economy

(1967). The New System of Management – An Important Stage in the Development of the Bulgarian Economy. Eastern European Economics: Vol. 5, No. 3, pp. 3-8.

Internal and World Prices in the New System of Management

Internal and World Prices in the New System of Management

Some Problems of Price Formation under the New System of Management of the National Economy

Some Problems of Price Formation under the New System of Management of the National Economy

New system of management at ferrous metallurgy enterprises

New system of management at ferrous metallurgy enterprises

Foreign Trade and the New System of Management

Foreign Trade and the New System of Management