The functions of visual management

Visual Management has been evolving and effectively employed in some manufacturing and service organisations for a long time. In order to facilitate a cross-industrial learning process and to advance in detailed research the understanding of how the Visual Management concept may serve in an organisation is necessary. The aim of this paper is to identify Visual Management functions and the theoretical base for the construction industry. A detailed literature review and an analysis of the findings were performed accordingly. The necessity of a holistic approach in order to make more use of the Visual Management process and some research opportunities were identified

From laggard to leader: explaining offshore wind developments in the UK

Offshore wind technology has recently undergone rapid deployment in the UK. And yet, up until recently, the UK was considered a laggard in terms of deploying renewable energy. How can this burst of offshore wind activity be explained? An economic analysis would seek signs for newfound competitiveness for offshore wind in energy markets. A policy analysis would highlight renewable energy policy developments and assess their contribution to economic prospects of offshore wind. However, neither perspective sheds sufficient light on the advocacy of the actors involved in the development and deployment of the technology. Without an account of technology politics it is hard to explain continuing policy support despite rising costs. By analysing the actor networks and narratives underpinning policy support for offshore wind, we explain how a fairly effective protective space was constructed through the enroling of key political and economic interests

Skills, organisational performance and economic activity in the hospitality industry : a literature review

This monograph aims to understand the pressures which push organisations to adopt particular routes to competitive advantage. The monograph aims to discover if the best practice high skill, high wage and high quality route is used in the hospitality industry. It seeks to determine the influence of companies' product market strategies and their in-company and external structural factors on skills levels, work organisation, job design and people management systems. The monograph looked at the notion of best practice approaches and then moved on to consider the best way to carry forward the future research agenda of reviewing the nature of human resource management (HRM) in the hospitality sector. Conclusions were drawn from a range of interviews and from existing work which has sought to address the issue of HRM in the hospitality sector

R&D Network and value Creation in SMEs

Research and development functions are fundamental drivers of value creation in technology-based Small and Medium enterprises (SMEs) seemingly successful R&D is a function of innovation processes and R&D networks. There is a perceived lack of understanding regarding the importance of SMEs and their need to continuously enhance their technological capabilities for the purpose of establishing themselves a dominant market position. In this paper R&D network issues from the perspective of their impact on value creation in SMEs have been studied. One very important trend to enable new knowledge creation and transfer in and to SME's is the development of collaborative environments and networks to increase their innovation capabilities as a single unit but also the capabilities of the network as a whole through collective learning. SMEs seem to be appropriate units to behave like network nodes because of their lean structure, adaptability to market evolution, active involvement of versatile human resources, ability to establish sub-contracting relations and good technological level of their products. SMEs not only shape the larger outcome, but also constrain actions of the state and MNCs in demand-responsive, buyer-driven networks. The objective of this paper is the notice to creation of a network of SMEs that are perhaps geographically dispersed but virtually linked so that the participating members focus on their specialized tasks yet also share their knowledge and experience resources to create an agile structured and flexible enterprise.R&D, Network, value Creation, SMEs

Application Of Path-Goal Leadership Theory And Learning Theory In A Learning Organization

This paper used learning theory and path-goal theory to propose a learning leadership model.  The practical side of these two theories is suitable for this proposed model, its agenda, and its tools for improving organizational learning.  The model is based on the assumption that leaders need to develop their competences and the competences of subordinates by creating a continuous learning process through sharing, exchanging, and improving knowledge and experiences.  The model states that learning leaders act as facilitators of the organizational learning process and adopt the right attitude to motivate subordinates for learning by removing obstacles and creating a learning culture.&nbsp

Women's Economic Empowerment: Issues Paper

This paper was prepared by the DAC Network on Gender Equality (GENDERNET), as an input to the DAC Network on Poverty Reduction's Task Team on Empowerment. It reviews why WEE matters, where donor money is going, specific challenges, suggestions for improving donor practice, and working in partnership for women's economic empowerment

Lean Thinking and Transferring Lean Management - The Best Defence against an Economic Recession?

Productivity growth is a fundamental means for society to improve its living standards. Productivity growth comes from technological change (new ways of producing goods and services) and better organisation of production (better ways of using available resources given available technology). Both processes operate simultaneously and, in practice, it is difficult to distinguish between the effects of each process. The processes are dynamic and affect individual activities differently over time. These years, manufacturing functions have been transferred rapidly and globally from mature countries to emerging countries. This paper is about the lean philosophy and the critical elements for successful transfer of lean management among sites and countries