Regional Management Centers Research Articles

Clusters and Regional Management Structures by Western MNCs in Asia: Overcoming the Distance Challenge

Recent literature suggests that multinational companies pursue regional rather than global strategies. Therefore, this study investigates regional management structures, using French multinational companies (MNCs) in the Asia–Pacific region as an empirical context, to address two research questions: first, do MNCs split Asia into subregions and, if so, what are the resulting clusters of countries and clustering criteria? Second, what kind of regional management structures do MNCs establish in Asia, and what are their roles and functions? Factors, such as MNC size, the size of host markets, or the nature of their activities, might explain some differences. The authors conducted 77 face-to-face interviews with expatriated managers in charge of the subsidiaries or regional management structures of 47 French MNCs located in 11 countries in Asia, then crossed these data with secondary sources of information. Nearly half the MNCs subdivide the Asia–Pacific region into clusters of countries, where they locate regional management centres (regional headquarters, regional offices, distribution centres, local offices) with substantial functions and roles. The main drivers of a regional Asian strategy and organisation are the overall size of the MNC and its sales in Asia; the presence of manufacturing activities does not exert any influence. This research identifies ten clusters of countries in Asia, determined by the French MNCs in our sample, on the basis of four main criteria: market orientation/economic logic, geographical and institutional proximity, cultural differences, and the MNC’s own characteristics. Smaller MNCs do not slice Asia into clusters but rather centralise regional decisions and control procedures, implementing few regional management centres in Asia and giving them limited roles and functions.

IMPROVEMENT SUPERVISORY CONTROL OF THE REGIONAL CENTERS OF THE RAILWAYS UNDER INFORMATION

A scheme for operational cooperation in the main and regional traffic management centers withtransport operators on the railways of Ukraine. A scheme of graph-based information control centersrailway. Representation of the information structure allows the flexibility to execute further deformation subsets in accordance with consolidation of dispatching sites distances, closing for commercial work of inactive stations. Defined matrix system actions, reflecting the final status of the inputs of elements after the interaction.

(P1-30) Natural Disasters Challenge for Emergency and Rescue Services - Lessons Learned

Natural disasters challenge for Emergency and Rescue Services- lessons learned Przemyslaw Gula MD PhD, Edyta Szafran Institute for Emergency Medicine. Krakow, Poland.In the period 2008–2010 Poland experienced series of natural disasters including 3 large scales flooding, 2 periods of extremely high snowfalls followed by low temperature periods and finally local flush flooding in different locations. The time of each disaster elapsed from several days up to 6 weeks. All of them had severe impact on local infrastructure by destroying road systems, communication as well as healthcare and fire brigade facilities. The rescue efforts required evacuation, Search and Rescue operations, providing medical care and shelter. The most problems occurred in following areas: - large scale evacuation - collapse of communication systems (including 112 dispatch) - inadequate number of specialized rescue equipment (helicopters, vehicles, boats, snowmobiles, etc.) - providing EMS in affected areas - necessity of evacuating hospitals. The lessons learned showed the need for following changes: - strong trans regional coordination in means of facilitation of utilizing civil protection and military recourses - unification of operative procedures for all actors of the response operation - improvement of communication systems and reducing their vulnerability on environmental factors - establishing regional crisis management and control centers, covering the emergency response activities in affected areas - need of large-scale use of HEMS as well as Police and military helicopters in natural disasters - need for better supply in specialized rescue equipment including recue motorboats, 4 wheels drive recue vehicles and ambulances, snowmobiles, quads in local response units. The main rule of commanding the entire operation is subsidiary. Local coordinating structures should be supported by regional and central governments by supplying necessary recourses. However the operational command should be unified and include all participating units and organizations.

Dynamic Pool Segmentation Model and Algorithm in the Car Rental Industry

Pool segmentation is an essential step in the logistics management process for large-scale car rental business. Its main function involves dynamic decisions about pools clustering and regional logistics management centers selecting, whose goal is to optimize fleet utilization and improve the logistics management efficiency. According to developing mode of car rental enterprises and layout of leasing sites, a three-tier structure is presented to describe the logistics management relations among each leasing sites. Based on the logistics operation characteristics and practical administration demand, a dynamic model and its algorithm are proposed for pool segmentation in the car rental industry. A case study shows that the proposed methodology is feasible and effective.

Double heterozygous for hemoglobin S and hemoglobin E — a case report from central India

Double heterozygosity for HbS and HbE is rare. HbS and HbE are seen in SC, ST and OBC communities from this part of country. Inter caste marriages amongst these communities have resulted into this compound heterozygous condition. Double heterozygous state for HbS and HbE is clinically silent as compared to HbS-β Thalassaemia and HbSS cases. At Regional Hemoglobinopathy Detection and Management Center, we report a case of 15-year-old male, Teli (OBC) by caste who came for screening for sickle cell disorder. Sickling, solubility test and Hb electrophoresis on agar gel at alkaline pH was carried out. His sickling and solubility tests were positive and on hemoglobin electrophoresis it showed two bands one at Hb A(2) position and another at HbS position. For further confirmation sample was subjected for quantitation of haemoglobin on high performance liquid chromatography (HPLC), Bio-Rad. On quantitation he was having HbS 59.8%, HbE 33.5% and HbF 3.2% confirming his double heterozygous state for HbS and HbE. On family screening his father turned out to be sickle cell trait and mother as hemoglobin E trait.

Feasibility of Traffic Simulation for Decision Support in Real-Time Regional Traffic Management

State-of-the-art microscopic traffic simulation programs offer detailed modeling capabilities of vehicle interactions based on drivers, pedestrians, and highway elements. Consequently, these tools can help regional traffic management personnel make operational decisions by predicting future traffic conditions that result from incidents. This research sought to determine the effectiveness and timeliness of using a detailed microsimulation suite called Paramics to support personnel in a regional traffic management center in real-time decision making. Two sites in rural, high-crash areas of South Carolina were examined to see whether Paramics could provide decision information as quickly as desired by regional traffic management centers. Only certain combinations of incident durations and simulation accuracy satisfied the decision-time constraints for realtime decision support. Increasing the computational resources or reducing the size of the traffic network can provide decision support for longer incidents at higher accuracies and further allow microscopic traffic simulation to aid regional traffic management personnel in real-time decision making.

Calibrating Dynamic Network Models for Traffic Operator Decision Support

To support traffic operators in regional traffic management centers with their network control tasks, the Traffic Research Center of the Dutch Ministry of Transportation has proposed a two-step scenario-based approach. In the first step, traffic engineers prepare candidate traffic control scenarios that are likely to resolve problems that occur in real-world network traffic operations. In the second step, network operators can try out a limited number of control scenarios with an online prediction system to see which of these best resolves the problems at hand. To prepare the scenarios, a scenario assessment system is used that predicts the impacts of a specific control scenario by using a dynamic network traffic flow model (MetaNet). The development of a fully automated calibration approach for the input and parameters of this macroscopic network simulation model is described. The approach presented consisted of four steps—preparing inflows and turning proportions, establishing lane-specific traffic flow parameters, estimating the global simulation parameters, and determining unresolved model inputs—eventually leading to input data and a set of parameters that yield the best prediction of networkwide traffic conditions. Furthermore, the approach checks the available input data for inconsistencies in terms of network configuration and measurement errors. On the basis of the application examples tested, the approach is well suited for the calibration task at hand, yielding a remarkable improvement in the prediction error. Furthermore, the computation time for a realistic network is sufficient for most practical applications.

Using Simulation to Test Traffic Incident Management Strategies: The Benefits of Preplanning

This study tested a dynamic traffic assignment model as a tool for preplanning strategies for managing major freeway incidents. Incidents of various scales and durations were modeled in the northern Chicago, Illinois, highway network, and the impacts of incidents and response actions were measured in lane mile hours of highway links at Level of Service F and spread of congestion to alternate routes around the incident. It was found that the best response action to a given incident scenario was not necessarily intuitive and that implementing the wrong response could worsen congestion on the directly impacted freeway and its surrounding highway network. The simulation model showed that a full closure of the freeway caused congestion to spread to alternate parallel routes around the simulated incident. An event of this scale constitutes a major disruption that may warrant handing off traffic control authority from first responders to a corridor or regional traffic management center. Major arterials accessible from the impacted freeway sometimes need increased capacity to provide access to less congested parallel alternate routes during incidents. The simulation model showed that congestion increases with delayed response, underscoring the benefits of preplanning to speed the implementation of effective incident response actions. Regression analysis using data generated by the simulation demonstrates that incident scale and duration are statistically significant predictors of lane mile hours of congestion in the zone near the incident and on the expressway.

Using Simulation to Test Traffic Incident Management Strategies

This study tested a dynamic traffic assignment model as a tool for preplanning strategies for managing major freeway incidents. Incidents of various scales and durations were modeled in the northern Chicago, Illinois, highway network, and the impacts of incidents and response actions were measured in lane mile hours of highway links at Level of Service F and spread of congestion to alternate routes around the incident. It was found that the best response action to a given incident scenario was not necessarily intuitive and that implementing the wrong response could worsen congestion on the directly impacted freeway and its surrounding highway network. The simulation model showed that a full closure of the freeway caused congestion to spread to alternate parallel routes around the simulated incident. An event of this scale constitutes a major disruption that may warrant handing off traffic control authority from first responders to a corridor or regional traffic management center. Major arterials accessible from the impacted freeway sometimes need increased capacity to provide access to less congested parallel alternate routes during incidents. The simulation model showed that congestion increases with delayed response, underscoring the benefits of preplanning to speed the implementation of effective incident response actions. Regression analysis using data generated by the simulation demonstrates that incident scale and duration are statistically significant predictors of lane mile hours of congestion in the zone near the incident and on the expressway.

Will the USDA IPM Centers and the National IPM Roadmap Increase IPM Accountability?—Responses to the 2001 General Accounting Office Report

In September 1993 (U.S. Congress 1993) the Clinton Administration established a goal of IPM implementation on 75% of the nation’s managed agricultural acres by 2000. In 1994, the USDA began a new IPM initiative that was designed to achieve this goal through the enhanced coordination and cooperation of several federal agencies including the Office of Pest Management Policy (OPMP), Agricultural Research Service (ARS), CSREES, Natural Resources Conservation Service (NRCS), Forest Service, National Agricultural Statistics Service (NASS), and Economic Research Service (ERS). The government has continued to support that initiative; in fiscal year 2000, the USDA spent approximately $170 million in the continuing effort to improve IPM adoption (GAO 2001). In September 2000, U.S. Department of Agriculture (USDA) Deputy Secretary Richard Rominger announced the creation of regional pest management centers. The centers were funded under the authority of the fiscal year 2000 Agriculture Appropriations Act pursuant to Section 406 of the Agricultural Research, Extension, and Education Reform Act of 1998 (AREERA) (7 U.S.C. 7626). In a press release that proclaimed the creation of these new centers, Rominger was quoted: “USDA has placed a high priority on the establishment of Regional Pest Management Centers as a means of strengthening its connection with production agriculture, research, and Extension programs, and agricultural stakeholders throughout the United States.” Susan T. Ratcliffe and Michael E. Gray Will the USDA IPM Centers and the National IPM Roadmap Increase IPM Accountability?—Responses to the 2001 General Accounting Office Report

State of Practice in Dynamic Traffic Management in the Netherlands

Since 25 years traffic management systems on motorways are deployed. Their goal is to improve the transportation system by making it more effective, more efficient and safer. This paper describes the current state of practice in The Netherlands for measures like signalling, incident management, ramp-metering, peak lanes, etc. Five regional traffic management centres, a countrywide traffic information centre and a countrywide management centre are in charge of the motorway surveillance, in order to guarantee a safe and reliable road network.

A Study on The Regional Management Center for Promotion of Desirable Regional Development -Through Case Study at Maihara in North-East of Shiga-prefecture-

In this study a methodology for setting up “the regional management center” is discussed aiming at effective and efficient promotios of desirable regional comprehensive development from social, economical and environmental viewpoints. Making effects to establish well-communicating system among all participants, the regional management center is aimed to be set up as an organization which undertakes planning and management works for the regional development projects which is authorized in the master plan of urban development. The participants are local residents, local industries, newly locating business enterprises and municipal agencies concerned to the development projects.It is generally desired that various discussions are to be prepared in each planing and management process through implementation of development projects in order to obtain consensus about planning and management contents among all the involved participants. In this study several proposals to promote regional development efficiently and effectively are discussed. Through this discussion the functional organization which undertakes research, analysis, planning, coordination, presentation and all other management works is recognized to be very important to promote various development projects effectively under proter consensus among all the involved participants.In those proposals various kinds of system with function which provides the participants planning and management information for discussion and decision-making about planning and management contents are discussed logically and theoretically by introducing mathematical planning models and system simulation models.In the final stage of this study some actual methodological effects are shown through case study for setting up the regional management center at Maihara-cho in the north-east region of Shiga-prefecture.

Using Management Learning Contracts in My MBA: Part 1

Describes one of three reports submitted under Durham University/Northern Regional Management Centre′s competence‐based MBA – Directing and Developing Subordinates. The Management Learning Contracts approach required: assessment of self; selection of learning objectives (McBer Competences) and business‐related learning opportunities. Concepts considered were: influence and power; behavioural aspects; involving leaders in developing others; developmental techniques. Describes a work‐based action programme developing a subordinate utilizing those concepts with an analysis of learning which occurred and the extent to which this met the learning objectives.

A linear program model for the automation of network management

A linear program model is developed to represent the problem of real-time control of traffic in an overloaded circuit-switched network. Circuit groups and exchanges are modeled approximately as saturating devices. Circuit groups saturate with respect to carried traffic, and exchanges saturate with respect to the rate of attempts served. A linear objective function is chosen. Methods for the size of the linear program model are introduced, and techniques for computing its solution are described. The solution of the linear program is in the form of quotas for all the streams of call attempts entering the network. Detailed call-by-call routing decisions are devolved to individual nodes or regional network management centers.< <ETX xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">&gt;</ETX>

Management Learning Contracts:

In Part 1, we described the basis for the development of the Management Learning Contract at the Northern Regional Management Centre at Washington, Tyne and Wear. The contract method is a powerful tool for the acquisition and enhancement of relevant knowledge and skills. We suggested there were six key advantages in using the mechanism:

Using Modern Business Computers as a Marketing Tool

Very few businesses are using personal computers as a marketing tool and are missing out on a cost‐effective way of improving sales. A course run by the Welsh Regional Management Centre at the Polytechnic of Wales and sponsored by the Manpower Services Commission demonstrates the returns which can be made. The programme is based on an actual case study of a highly successful and profitable firm, Recliners Unlimited. The programme provides tuition in using the computers and integrates this with the organisation of an advertising campaign with a direct mail shot and telephone follow‐up.

Management by Consequences

In collaboration with the London Regional Management Centre and South West London College, ABE sponsored a one‐day Workshop on Paul Brown's approach to this new tool for the management kit. It would be inappropriate for ABE to sing Paul's praises — he is one of our Vice‐Presidents. Accordingly we invited Bernard Dixon to report on the workshop; Bernard was, of course, Director of the Institute of Personnel Management before leaving to develop his own consultancy Personnel Management International. He is currently Vice‐President of the European Association of Personnel Management. The following is a summary of his report.

Regional Management Centres and Post School Public Sector Education in England and Wales

Regional Management Centres and Post School Public Sector Education in England and Wales

Careers:

Negotiations, handling meetings, inter‐viewing are just a few of the management skills that students of the Open Business School aim to perfect at a series of residential study weekends held as part of the School's first courses. More than 2,300 people have now applied to join, including managers with little or no formal training and some relatively new to the management field. They have attended residential schools at 14 locations including the Civil Service College, AA National Training Centre, Manchester Business School, National Coal Board Staff College, and South West Regional Management Centre. The first courses are The Effective Manager and Personnel Selection and Interviewing. The study mix includes face‐to‐face tutorials in small groups, marked assignments, television and audio‐centred tutorials, and distance learning at home: reading, set book work, exercises and activities.

Careers:

A new national centre to promote management training for headteachers and senior staff in schools is to be set up by Bristol University and the South West Regional Management Centre at Bristol Polytechnic. The National Centre is one part of a three‐part initiative on management training for headteachers and senior staff. The other parts are the release of experienced headteachers and senior staff for one‐term secondments, and extra regional management training courses. Overall the initiative aims to develop the expertise needed to organise schools and their curriculum, and to handle resources. Speaking at a conference at Loughborough University, Education Secretary Sir Keith Joseph said: