Solving transactional control in current management frameworks

Policy Based Network Management has been presented as a paradigm for efficient and customisable management systems. The IETF has provided a framework to describe the concept but some aspects still open like transactional control. In fact transactional control mechanisms are receiving today great attention in the scope of network management. In here, we identify the lacks of current management paradigms concerning transactional control and we propose a policy-based network management system that allows specify operations over aggregations of agents and that provides high-level atomic transactions

Solving Transactional Control in Current Management Frameworks

Policy Based Network Management has been presented as a paradigm for efficient and customisable management systems. The IETF has provided a framework to describe the concept but some aspects still open like transactional control. In fact transactional control mechanisms are receiving today great attention in the scope of network management. In here, we identify the lacks of current management paradigms concerning transactional control and we propose a policy-based network management system that allows specify operations over aggregations of agents and that provides high-level atomic transactions

Semantic business process management: a vision towards using semantic web services for business process management

Business process management (BPM) is the approach to manage the execution of IT-supported business operations from a business expert's view rather than from a technical perspective. However, the degree of mechanization in BPM is still very limited, creating inertia in the necessary evolution and dynamics of business processes, and BPM does not provide a truly unified view on the process space of an organization. We trace back the problem of mechanization of BPM to an ontological one, i.e. the lack of machine-accessible semantics, and argue that the modeling constructs of semantic Web services frameworks, especially WSMO, are a natural fit to creating such a representation. As a consequence, we propose to combine SWS and BPM and create one consolidated technology, which we call semantic business process management (SBPM

From physical marketing to web marketing

Reviews the criticism of the 4P marketing mix framework as the basis of traditional and virtual marketing planning. Argues that the customary marketing management approach, based on the popular marketing mix 4Ps paradigm, is inadequate in the case of virtual marketing. Identifies two main limitations of the marketing mix when applied in online environments namely the role of the Ps in a virtual commercial setting and the lack of any strategic elements in the model. Identifies the critical factors of the Web marketing and argues that the basis for successful e-commerce is the full integration of virtual activities into the company's physical strategy, marketing plan and organisational processes. The 4S elements of the Web marketing mix framework offer the basis for developing and commercialising business to consumer online projects. The model was originally developed for educational purposes and has been tested and refined by means of three case studies

Applications of lean thinking: a briefing document

This report has been put together by the Health and Care Infrastructure Research and Innovation Centre (HaCIRIC) at the University of Salford for the Department of Health. The need for the report grew out of two main simple questions, o Is Lean applicable in sectors other than manufacturing? o Can the service delivery sector learn from the success of lean in manufacturing and realise the benefits of its implementation?The aim of the report is to list together examples of lean thinking as it is evidenced in the public and private service sector. Following a review of various sources a catalogue of evidence is put together in an organised manner which demonstrates that Lean principles and techniques, when applied rigorously and throughout an entire organization/unit, they can have a positive impact on productivity, cost, quality, and timely delivery of services

Chasing the honey bee: enhancing leadership for sustainability

This paper explores the ways in which different conceptions of leadership can contribute to the sustainability of economic productivity, social equity and, of course, the natural systems and resources upon which all social and economic development depend. It begins by briefly defining leadership and outlining the major approaches to leadership studies in terms of trait and social theories of leadership. In particular, the paper argues that transformational leadership and what Western (2013) calls “eco-leadership” are most consistent with the systemic, ethical and learning dimensions of sustainability. This involves contrasting what Avery and Bergsteiner (2011, 2013) call the “honey bee” and the “locust” approaches to leadership. With these authors, the chapter argues that the “honey bee” approach of critical, transformational leadership is most consistent with sustainability. The paper concludes with an example of how capacities for “honey bee” leadership and eco-leadership can be developed and enhanced through a university programme

Correspondences and Contradictions in International and Domestic Conflict Resolution: Lessons From General Theory and Varied Contexts

Does the field of conflict resolution have any broadly applicable theories that work across the different domains of international and domestic conflict? Or, are contexts, participants, and resources so domain specific and variable that only thick descriptions of particular contexts will do? These are important questions which have been plaguing me in this depressing time for conflict resolution professionals, from September 11,2001 (9/11), to the war against Iraq. Have we learned anything about conflict resolution that really does improve our ability to describe, predict, and act to reduce unnecessary and harmful conflict? These are the questions I want to explore in this essay, all the while knowing that I will ask more questions than I have answers to. My hope is to spark more rigorous attention to the possibility of comparative dispute resolution study and practice, using key concepts, theories, empirical studies, practical wisdom, and experiential insights to spark and encourage more multi-level and multi-unit analysis of some of our shared propositions

Towards a New Model of Leadership for the NHS

This paper was commissioned by the NHS Leadership Academy as a contribution to thinking about the future development of leadership in and around the NHS. It was prepared in collaboration with the Hay Group. The backdrop and one of the triggers was the launch of a new suite of professional development programmes sponsored and organised by the NHS Leadership Academy. From the research reported in this paper a new framework for leadership in the healthcare is built. This is being used to guide the construction of a new Leadership Model. To quote the NLA this 'will be a well-researched, evidence-based model that reflects the values of the NHS, what we know about effective leadership, what we have learned from the Leadership Framework and what our patients and communities are now asking from us as leaders'