Use Of Management Model Research Articles

Can Operating Room Efficiency be Increased by Applying the Lean Six Sigma Models?

Executive summary This study was inspired by Operating Room efficiency studies and the growing use of management models established in the manufacturing sector, applied to the management of operating rooms. Furthermore, as these models are theoretical guidelines, the study will attempt to discuss their key concepts and application in the hospital sector. The objective of the study is to understand if and how management models have been useful to improve the efficiency of operating theatres. Since operating theatres are a sector that mobilizes large amounts of resources and can be considered the production line of the hospital, it is useful to apply new organizational models to increase performance. To this end, data concerning operating theatres before (2018) and after the reorganization (2019) have been compared, inspired by the concepts of efficiency studied by Macario, the monitored data have been calculated using performance indicators using time as the main measure. The hospital made an organizational change that led to reorganizing the OR schedule according to Lean Six Sigma management models. This has led to a change in the allocation of surgical sessions. In 2018 there was a prevalence of short OR (parallel) sessions in the mornings, while in 2019 a prevalence of (consecutive) sessions mornings and afternoons for the same surgical units. In 2019 an attempt was also made to group similar cases in the same session in order to standardize the process and reduce variability. The KPI values considered in the study show an improvement in performance and use of resources.

On the road to Agenda 2030 together in a complex alliance of Swedish public authorities

This article describes cooperation between authorities and universities in order to increase innovation capacity and thereby achieve change in performance and execution for better contribution to a sustainable future. Through action research, the authors have developed new knowledge about dialogical organisational development as a method for increasing innovation capacity. The paper recognises that administrative and adaptive leadership must work together effectively if organisations are to function properly and that the complexity cannot be controlled with complicated systems; adaptation is more important than fixing administrative structures. There is a need for a dynamic relationship between the formal and the informal in organisations—between top-down administrative forces and complex, adaptive and emergent forces. The study also shows that there is a need for a wider range and simultaneous use of management models adapted to different contexts and needs.

Prospects and opportunities the implementation of effective management models at the enterprises of the Russian industry

In 2015 the recession of the Russian economy continues. Economic forecasts of 2016 made by influential rating agencies and the International Monetary Fund are analyzed. It is emphasized that the course of structural economic changes, selected by the Russian government actualizes the issue of increasing the competitiveness of Russian industry on a global level that, in turn, contributes to the implementation of effective management models at the enterprises and organization of internal processes. Positively recommended concept of lean production abroad became popular in Russia in early 2000’s. First successful example of its implementation – CJSC “Ford Motor Company” is considered. A large number of enterprises which represent state corporations “Rosteh” and “Rosatom”, industrial group “Basic element”, OJSC “Russian Railways” and which are individual major representatives of the Russian industrial sector are investigated. Different ways of development of lean production by Russian enterprises are analyzed and the most common way – independent interpretation and implementation is identified. Review of the tools of this management model used at the Russian enterprises is paid great attention. The prevalence of such tool as 5S (approximately 87,5%), because of its visible simplicity of understanding and ease of implementation is noted. The most important indicator – the economic effect of the introduction of the lean production concept at the enterprises of Russian industry in 2014 is analyzed. It is concluded that the economic result of the use of management model at Russian industrial enterprises is extremely low and varies at most about 1% of revenue. The obtained results demonstrate the prospects of further development of lean production and prove the possibility of achieving a high competitiveness of the domestic industrial sector of economy.

Restaurant Market in Kazakhstan: A Portrait in Comparison with the US Market

Market for restaurant services is one of the leading providers in terms of employment, scope of provided services and impact on the quality of life. At the same time, it remains as one of the closed and unexplored markets in terms of analysis of its problems and emerging trends. The aim of this article is a comprehensive analysis of industries in Kazakhstan by comparing it to the US market of restaurant industry. Furthermore, to improve management efficiency in restaurants, a research was conducted on behavioral differences of customers and level of management in restaurant industry, giving few recommendations on the use of management models.

A comparison of the management models of protected areas between China and the southern Africa region

A comparison of the management models of protected areas between China and the African south region allows reading and evaluating the similarities and differences in the use of management model as a management tool for protected areas and specifically some positive and negative features of the management approaches in these two regions. Previous to this study it verified the designation of protected areas as increasing at a faster rate than ever before, comparatively much faster now in China than southern Africa regions. With the aim of evaluating similarities and differences in the use of management model as a management tool for protected areas in China and southern Africa Region, both qualitative and quantitative data were collected. Qualitative data were mainly from policy documents, scientific articles and magazine reports, whereas quantitative (secondary data) statistical data from International Union for Conservation of Nature Resources (IUCN) and World Database on Protected Areas (WDPA). In view of the data sources above, the study found that in China all the protected areas are state owned whilst in southern Africa regions there are some protected areas that are privately owned; also that the models or typology of governance applied are successful for the fact that they both combine co-management or collaborative management, community-conserved areas and private protected areas that are subject to greater success and can help design planning and management than those who use exclusively government management. To this, the study concluded that the use of management model is influenced by the type of governance a country applies to its reserved areas.

Conviction Politics and Dynamic Conservatism: Mrs. Thatcher's Managerial Revolution

The main change in British government in the 1980s was that there was no change of government or, more importantly, of prime minis ter. Improving public management was an integral part of Margaret Thatcher's brand of conviction politics. Political continuity provided the conditions for overcoming the dynamic conservatism of public administra tion and implementing irreversible changes. This managerial revolution has redefined the boundaries and relationships between the public and private sectors as well as transforming the public sector itself through the introduction of business models and methods of management. This paper examines these developments and assesses future prospects by distinguishing four overlapping phases of reform. (1) The Rayner scruti nies of departmental operations. (2) "Lasting Reforms" of departmental systems and structures. (3) The Next Steps programme for the creation of agencies. (4) Structural reorganizations of major public services such as health, education and local government finance. The main thesis is that the reform process is being compromised by its own early successes. The convictions which underpin the reform process have led to the repeated use of management models and methods of managing change which are inappropriate to achieve increasingly ambitious reform objectives.

Groundwater management modeling

The symposium on Optimization Techniques for Managing Groundwater and Stream‐Aquifer Systems, held at the 1983 AGU Fall Meeting, covered (1) small‐scale optimal design of well fields which were for the most part associated with the containment of contaminated groundwater, and (2) use of management models to evaluate conjunctiveuse and water allocation policy. The presentations focused on methodology and case studies which have combined groundwater flow (and contaminant transport) simulation with linear and nonlinear optimization.The 8 presentations and panel discussion brought together those who have largely shaped the field of groundwater management modeling and those who have extended and applied earlier methods and made contributions as part of recent or ongoing thesis work. After the formal presentations, Manoutch Heidari chaired the lively panel which consisted of Nathan Buras, John D. Bredehoeft, Yacov Y. Haimes, Thomas Maddock III, Gerald T. O'Mara, and Robert Willis.

Management model increases planning flexibility

The use of management models to simulate the business environment of a firm has become the focal point of many successful planning functions. At the same time, problems inherent in producing a computerized simulation of a complex management system have made modeling a difficult and somewhat risky task. These difficulties can be significantly reduced through careful attention to three phases of the project's development: