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Influence of Modern Process Performance Indicators on Corporate Performance — the Empirical Study

Introduction Corporate performance management presents a way of motivation and management by objectives characterised using quantitative performance indicators. Besides the application of traditional methods in business, successful economic development and market environment development also require the application of new modern methods adapted to contemporary market needs. One modern approach is based on corporate performance evaluation by measuring the performance of internal processes ( Sujová, 2013 ). Business processes are objects of the process approach

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Framework of performance measurement practices in construction companies in Egypt

L iterature Abd Elhamid, M., & Ghareeb, S. (2011). Measuring Performance in Egyptian Construction Firms Applying Quality Management Systems. Journal of Construction Engineering and Project Management , 1 (2), 18-27. Ahmad, S., Svalestuen, F., Andersen, B., & Torp, O. (2016). A Review of Performance Measurement for Successful Concurrent Construction. Procedia – Social and Behavioral Sciences , 226 , 447-454. Aho, M. (2009). A Capability Maturity Model for Corporate Performance Management. An Empirical Study in Large Finnish Manufacturing

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Linking a performance management system and competencies: Qualitative research

authority for measuring and evaluating business performance according to attributes of the Z-MESOT method. The application of the responsibility and authority as a necessary element of competences in the management process enables to interlink the organisation’s requirements and the employee’s opportunities in a way that permits their development in mutual harmony and to ensure the organisation’s competitiveness (Königová & Hron, 2012; Szczepańska-Woszczyna et al., 2015 ). The competency-based approach in Performance Management System (PMS) focuses on the behaviour and

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The models evaluating courier and messenger companies in Poland

), 4 (23). doi: 10.4156/AISS Mentzer, J. T., DeWitt, W., Keebler, J. S., Soonhoong, M., Nix, N. W., Smith, C. D., & Zacharia, Z. G. (2001). Defining Supply Chain Management. Journal of Business Logistics , 22 (2), 1-25. doi: 10.1002/j.2158-1592.2001.tb00001.x Min, H., & Joo, S. J. (2006). Benchmarking the operational efficiency of third party logistics providers using data envelopment analysis. Supply Chain Management: An International Journal , 11 (3), 259-265. Mishra, R. K. (2012). Measuring supply chain efficiency: A DEA approach. Journal of

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Exploring leadership styles for innovation: an exploratory factor analysis

L iterature Amabile, T. M., Schatzel, E. A., Moneta, G. B., & Kramer, S. J. (2004). Leader behaviors and the work environment for creativity: Perceived leader support. The Leadership Quarterly, 15 (1), 5-32. doi:10.1016/j.leaqua.2003.12.003 Arundel, A., & Huber, D. (2013). From too little to too much innovation? Issues in measuring innovation in the public sector. Structural Change and Economic Dynamics, 27 , 146-159. doi:10.1016/j.strueco.2013.06.009 Bass, B. M., & Bass, R. (2009). The Bass handbook of leadership: Theory, research, and

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Reduction of defects in the lapping process of the silicon wafer manufacturing: the Six Sigma application

conformance to specifications; which was dominant in the 20th century. It means that an outcome must not deviate from the specifications set by an organisation, and any deviations are considered as lowering the quality ( Reeves & Bednar, 1994 ). Such conformance measures have been argued to increase the internal efficiency of the process and sale prices over time ( Topalovic, 2015 ). Later, as the focus shifted from manufacturers to customers, a new definition of “quality” emerged, i.e. meeting or exceeding customer expectations. Anything that does not satisfy the customer

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Analysis of the effectiveness in the disbursement of the European Regional Development Fund for selected entities in the tourism economy

L iterature Austin, P. C. (2011). An introduction to propensity score methods for reducing the effects of confounding in observational studies. Multivariate Behavioral Research , 46 (3), 399-424. Barney, J. B. (2001). Is the resource-based „view” a useful perspective for strategic management research? Yes. Academy of Management Review , 26 (1), 41-56. Borkowska-Niszczota, M. (2014). Ocena potencjału turystycznego obszarów przyrodniczo cennych województwa podlaskiego [Assessment of the tourism potential of the naturally valuable areas of

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Efficiency of Public and Nonpublic Primary Health Care Providers in Poland

Education. Garber, A. M., & Phelps, C. E. (1997). Economic Foundations of Cost - Effectiveness Analysis. Journal of Health Economics, 16(1), 1-31. Hollingsworth, B. (2003). Non-parametric and parametric applications measuring efficiency in health care. Health care management and Science, 6(4), 203-218. Jacobs, R., Smith, P. C., & Street, A. (2006). Measuring efficiency in health care: Analytic techniques and health policy. Cambridge, England: Cambridge University Press. Kotarbiński, T. (1999). Prakseologia

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Empowerment in the Open Innovation Concept

-420. Mierzejewska, B. (2005). Społeczności praktyków. Efektywne tworzenie i wykorzystywanie wiedzy w organizacji [Communities of practice. The effective creating and using knowledge in a company]. E-mentor, 1(8), 52-57. Moczydłowska, J. M. (2015). Empowerment - a new look at activaiting human potential in an organization. Measures of empowerment. In K. Stankiewicz (Ed.), Contemporary Issues and Challenges in Human Resource Management, (pp. 78-88). Gdańsk, Poland: Politechnika Gdańska. Moczydłowska, M. (2014). Empowerment - nowe spojrzenie na

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Coexistence of the BRC Standard for Packaging and the Lean Manufacturing methodology

policy in the quality management system. Management Systems in Production Engineering , 4 (20), 219-224. Piercy, N., & Rich, N. (2015). The relationship between lean operations and sustainable operations. International Journal of Operations & Production Management , 35 (2), 282-315. Rother, M., & Shook, J. (1998). Learning to see: value stream mapping to create value and eliminate muda . Cambridge, USA: The Learning Enterprise Institute. Shah, R., & Ward, P. (2007). Defining and developing measures of lean production. Journal of Operations

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