Specification of vertical semantic consistency rules of UML class diagram refinement using logical approach

Unified Modelling Language (UML) is the most popular modelling language use for software design in software development industries with a class diagram being the most frequently use diagram. Despite the popularity of UML, it is being affected by inconsistency problems of its diagrams at the same or different abstraction levels. Inconsistency in UML is mostly caused by existence of various views on the same system and sometimes leads to potentially conflicting system specifications. In general, syntactic consistency can be automatically checked and therefore is supported by current UML Computer-aided Software Engineering (CASE) tools. Semantic consistency problems, unlike syntactic consistency problems, there exists no specific method for specifying semantic consistency rules and constraints. Therefore, this research has specified twenty-four abstraction rules of class‟s relation semantic among any three related classes of a refined class diagram to semantically equivalent relations of two of the classes using a logical approach. This research has also formalized three vertical semantic consistency rules of a class diagram refinement identified by previous researchers using a logical approach and a set of formalized abstraction rules. The results were successfully evaluated using hotel management system and passenger list system case studies and were found to be reliable and efficient

Management as a system: creating value

Boston University School of Management publication from the 1990s about the MBA programs at BU, aimed at prospective MBA students

Does Management Matter? Evidence from India

A long-standing question in social science is to what extent differences in management cause differences in firm performance. To investigate this we ran a management field experiment on large Indian textile firms. We provided free consulting on modern management practices to a randomly chosen set of treatment plants and compared their performance to the control plants. We find that adopting these management practices had three main effects. First, it raised average productivity by 11% through improved quality and efficiency and reduced inventory. Second, it increased decentralization of decision making, as better information flow enabled owners to delegate more decisions to middle managers. Third, it increased the use of computers, necessitated by the data collection and analysis involved in modern management. Since these practices were profitable this raises the question of why firms had not adopted these before. Our results suggest that informational barriers were a primary factor in explaining this lack of adoption. Modern management is a technology that diffuses slowly between firms, with many Indian firms initially unaware of its existence or impact. Since competition was limited by constraints on firm entry and growth, badly managed firms were not rapidly driven from the market.management, organization, IT, productivity and India

Does Management Matter? Evidence From India

A long-standing question in social science is to what extent differences in management cause differences in firm performance. To investigate this we ran a management field experiment on large Indian textile firms. We provided free consulting on modern management practices to a randomly chosen set of treatment plants and compared their performance to the control plants. We find that adopting these management practices had three main effects. First, it raised average productivity by 11% through improved quality and efficiency and reduced inventory. Second, it increased decentralization of decision making, as better information flow enabled owners to delegate more decisions to middle managers. Third, it increased the use of computers, necessitated by the data collection and analysis involved in modern management. Since these practices were profitable this raises the question of why firms had not adopted these before. Our results suggest that informational barriers were a primary factor in explaining this lack of adoption. Modern management is a technology that diffuses slowly between firms, with many Indian firms initially unaware of its existence or impact. Since competition was limited by constraints on firm entry and growth, badly managed firms were not rapidly driven from the market.management, organization, IT, productivity and India

ICT for eco-sustainability: an assessment of the capability of the Australian ICT sector

Executive summary As eco-sustainability issues become increasingly important to most, if not all, Australian organisations, the Information and Communication Technology (ICT) industry is expected to provide solutions that reduce material consumption (dematerialise), emissions (decarbonise), and energy use and waste production (demobilise) in both the ICT infrastructure and the business processes and practices of industries. The term \u27Green ICT\u27 represents this eco- sustainability enabling role of the ICT industry. The School of Business Information Technology and Logistics, RMIT University in collaboration with the Australian Information Industries Association (AIIA) surveyed all members and affiliates of the AIIA at the beginning of 2010 to understand Australian ICT firms\u27 capability to enhance the eco-sustainability of other industries. Based on data collected from 133 ICT firms, this report constitutes the first comprehensive study that exclusively focuses on the Australian ICT industry

Consulting in the Library Network Environment

published or submitted for publicatio

Does management matter ? evidence from India

A long-standing question in social science is to what extent differences in management cause differences in firm performance. To investigate this, the authors ran a management field experiment on large Indian textile firms, providing free consulting on modern management practices to a randomly chosen set of treatment plants and compared their performance to the control plants. They find that adopting these management practices had three main effects. First, it raised average productivity by 11 percent through improved quality and efficiency and reduced inventory. Second, it increased decentralization of decision making, as better information flow enabled owners to delegate more decisions to middle managers. Third, it increased the use of computers, necessitated by the data collection and analysis involved in modern management. Since these practices were profitable this raises the question of why firms had not adopted these before. Their results suggest that informational barriers were a primary factor in explaining this lack of adoption. Modern management is a technology that diffuses slowly between firms, with many Indian firms initially unaware of its existence or impact. Since competition was limited by constraints on firm entry and growth, badly managed firms were not rapidly driven from the market.Labor Policies,E-Business,Agricultural Knowledge&Information Systems,Rural Development Knowledge&Information Systems,Labor Markets

Major Indian ICT firms and their approaches towards achieving quality

Of the three basic theories of innovation: the entrepreneur theory, the technology-economics theory and the strategic theory, the third one seems to be highly appropriate for the analysis of recent growth of the information and communication technology (ICT) industry in many developing countries including India. The central measure for achieving quality by the various major Indian ICT firms is widely agreed to have been the adoption of Six Sigma Methodology and various other approaches like Total Quality Management (TQM), Supply Chain Management (SCM), Customer Relationship Management (CRM), etc. It is apparent that the main objective of the firms chosen has been to increase the pace of innovation activities, irrespective of their different areas of product specialisation. Its success also depends largely on the overall improvement in infrastructure, besides active market interaction. To enable both the above, a brief highlight on the establishment of interaction and learning sites (ILSs) in every regional State in India comes to the foreground. The chapter concludes with a mention of the elements observed to be missing among the firms under consideration, and, thereby, delineating the scope for their further improvement.

Knowledge sharing as spontaneous order : on the emergence of strong and weak ties

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