What Diversity Metrics are Best Used to Track and Improve Employee Diversity?

In recent years organizations have been implementing diversity initiatives that go far beyond affirmative action and compliance standards. An increasingly global economy and multicultural workforce has allowed for business leaders to truly value diversity with regard to all aspects of their operations. Business leaders now understand that diversity can be leveraged as a competitive edge and need to be accounted for in the equation for continued business development

The Business Intelligence and the Better Decisions in Management

The paper intends to present more reasons in the favour of promoting the business intelligence (BI) in the managerial practice. Business intelligence is an umbrella term that encompasses the processes, tools, and technologies required to turn data into information, and information into knowledge and plans that drive effective business activity. BI encompasses data warehousing technologies and processes on the back end, and query, reporting, analysis, and information delivery tools (that is, BI tools) and processes on the front end. Organizations need to increase their focus on decision-making. In particular, they need to think again about the relationship between information and decision-making. Business intelligence and its predecessor concepts decision support, executive information systems, have been circulating for several decades in business.business intelligence, decisions, management.

Project Controls and Management Systems : current practice and how it has changed over the past decade

Project Controls and Management System (PCMS) refers to an ecosystem of processes, tools and personnel required for the proper planning and execution of capital projects throughout the different phases of design, procurement, construction and startup. This can be divided into different focus areas (functions) that would include Estimating, Planning, Scheduling, Cost Control, Change Management, Progressing, and Forecasting. Various trends such as globalization, contractor specialization and information technology developments have impacted the way PCMS are implemented and made it the subject of extensive research over the past years to investigate how to best utilize those trends. Replicating the research methodology used in a 2011 report published by the Construction Research Institute (CII), this work aims to investigate the current status of PCMS implementation and how it has changed over the past decade. It was concluded that while the original PCMS principles are still valid, adoption has drastically changed in terms of efficiency for the majority of the functions. The research also identifies areas of potential concerns and provides recommendations for further improvement.Civil, Architectural, and Environmental Engineerin

Inhibitors to optimal project portfolio selection

The selection of projects and programs of work is a key function of both public and private sector organisations. Ideally, projects and programs that are selected to be undertaken are consistent with strategic objectives for the organisation; will provide value for money and return on investment; will be adequately resourced and prioritised; will not compete with general operations for resources and not restrict the ability of operations to provide income to the organisation; will match the capacity and capability of the organisation to deliver; and will produce outputs that are willingly accepted by end users and customers. Unfortunately,this is not always the case. Possible inhibitors to optimal project portfolio selection include: processes that are inconsistent with the needs of the organisation; reluctance to use an approach that may not produce predetermined preferences; loss of control and perceived decision making power; reliance on quantitative methods rather than qualitative methods for justification; ineffective project and program sponsorship; unclear project governance, processes and linkage to business strategies; ignorance, taboos and perceived effectiveness; inadequate education and training about the processes and their importance

Business Process Management Education in Academia: Status, challenges, and Recommendations

In response to the growing proliferation of Business Process Management (BPM) in industry and the demand this creates for BPM expertise, universities across the globe are at various stages of incorporating knowledge and skills in their teaching offerings. However, there are still only a handful of institutions that offer specialized education in BPM in a systematic and in-depth manner. This article is based on a global educators’ panel discussion held at the 2009 European Conference on Information Systems in Verona, Italy. The article presents the BPM programs of five universities from Australia, Europe, Africa, and North America, describing the BPM content covered, program and course structures, and challenges and lessons learned. The article also provides a comparative content analysis of BPM education programs illustrating a heterogeneous view of BPM. The examples presented demonstrate how different courses and programs can be developed to meet the educational goals of a university department, program, or school. This article contributes insights on how best to continuously sustain and reshape BPM education to ensure it remains dynamic, responsive, and sustainable in light of the evolving and ever-changing marketplace demands for BPM expertise

Denial at the top table: status attributions and implications for marketing

Senior marketing management is seldom represented on the Board of Directors nowadays, reflecting a deteriorating status of the marketing profession. We examine some of the key reasons for marketing’s demise, and discuss how the status of marketing may be restored by demonstrating the value of marketing to the business community. We attribute marketing’s demise to several related key factors: narrow typecasting, marginalisation and limited involvement in product development, questionable marketing curricula, insensitivity toward environmental change, questionable professional standards and roles, and marketing’s apparent lack of accountability to CEOs. Each of these leads to failure to communicate, create, or deliver value within marketing. We argue that a continued inability to deal with marketing’s crisis of representation will further erode the status of the discipline both academically and professionally

Improving the Yields in Higher Education: Findings from Lumina Foundation's State-Based Efforts to Increase Productivity in U.S. Higher Education

In 2008, Lumina asked SPEC Associates (SPEC) to evaluate the foundation's grant making aimed at improving the productivity of higher education through statewide policy and program change. The initiative was initially known as Making Opportunity Affordable and later became known more broadly as Lumina's higher education productivity initiative. Eleven states received planning grants in 2008 and a year later seven of these states received multi-year grants to implement their productivity plans. In 2009, Lumina published Four Steps to Finishing First in Higher Education to frame the content of its productivity work. In 2010, the foundation, working with HCM Strategists, launched the Strategy Labs Network to deliver just-in-time technical assistance, engagement, informationsharing and convenings to states. Lumina engaged SPEC to evaluate these productivity investments in the seven states through exploring this over-arching question: What public will building, advocacy, public policy changes, and system or statewide practices are likely to impact higher education productivity for whom and in what circumstances, and which of these are likely to be sustainable, transferable, and/or scalable

Ontology of core data mining entities

In this article, we present OntoDM-core, an ontology of core data mining entities. OntoDM-core defines themost essential datamining entities in a three-layered ontological structure comprising of a specification, an implementation and an application layer. It provides a representational framework for the description of mining structured data, and in addition provides taxonomies of datasets, data mining tasks, generalizations, data mining algorithms and constraints, based on the type of data. OntoDM-core is designed to support a wide range of applications/use cases, such as semantic annotation of data mining algorithms, datasets and results; annotation of QSAR studies in the context of drug discovery investigations; and disambiguation of terms in text mining. The ontology has been thoroughly assessed following the practices in ontology engineering, is fully interoperable with many domain resources and is easy to extend

Developing a dashboard to meet Competence Committee needs: a design-based research project

Background: Competency-based programs are being adopted in medical education around the world. Competence Committees must visualize learner assessment data effectively to support their decision-making. Dashboards play an integral role in decision support systems in other fields. Design-based research allows the simultaneous development and study of educational environments. Methods: We utilized a design-based research process within the emergency medicine residency program at the University of Saskatchewan to identify the data, analytics, and visualizations needed by its Competence Committee, and developed a dashboard incorporating these elements. Narrative data were collected from two focus groups, five interviews, and the observation of two Competence Committee meetings. Data were qualitatively analyzed to develop a thematic framework outlining the needs of the Competence Committee and to inform the development of the dashboard. Results: The qualitative analysis identified four Competence Committee needs (Explore Workplace-Based Assessment Data, Explore Other Assessment Data, Understand the Data in Context, and Ensure the Security of the Data). These needs were described with narratives and represented through visualizations of the dashboard elements. Conclusions: This work addresses the practical challenges of supporting data-driven decision making by Competence Committees and will inform the development of dashboards for programs, institutions, and learner management systems