Results 201 to 210 of about 2,460,801 (256)
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Frontiers of Health Services Management, 1995
"Value" is an elusive term, but talk of how to manage value raises the specter of chaos. Value is defined as a working equation involving appropriateness of care, quality of outcomes and service, and cost. One hypothesis is that purchasers and providers will ultimately recognize that the value of health care services provided is critical because value,
A, Ross, L F, Fenster
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"Value" is an elusive term, but talk of how to manage value raises the specter of chaos. Value is defined as a working equation involving appropriateness of care, quality of outcomes and service, and cost. One hypothesis is that purchasers and providers will ultimately recognize that the value of health care services provided is critical because value,
A, Ross, L F, Fenster
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Chinese Management Studies, 2009
PurposeThe purpose of this paper is to integrate cultural value management into the high level of human resource management to propose a new direction of strategic human resource management (SHRM) development through management by the values (MBV) concept.Design/methodology/approachThe paper proposes an integrative MBV SHRM model for Chinese management,
Yingying Zhang, Simon Dolan, Yu Zhou
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PurposeThe purpose of this paper is to integrate cultural value management into the high level of human resource management to propose a new direction of strategic human resource management (SHRM) development through management by the values (MBV) concept.Design/methodology/approachThe paper proposes an integrative MBV SHRM model for Chinese management,
Yingying Zhang, Simon Dolan, Yu Zhou
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The American Review of Public Administration, 2007
This article explores the process by which formal management systems foster the creation of shared organization values, addressing the basic question: Can workplace values be “managed?” Drawing upon interviews conducted at a Department of Defense installation with civilian employees and managers over a 5-year period, we use comparative case analysis to
Laurie E. Paarlberg, James L. Perry
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This article explores the process by which formal management systems foster the creation of shared organization values, addressing the basic question: Can workplace values be “managed?” Drawing upon interviews conducted at a Department of Defense installation with civilian employees and managers over a 5-year period, we use comparative case analysis to
Laurie E. Paarlberg, James L. Perry
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The value of the manager in the value chain
Management Decision, 2006PurposeIt is argued that the management of the diverse commercial imperatives of the participants in the value chain is partly achieved by negotiation. Seeks to describe the mechanism by which negotiation achieves satisfactory outcomes, capturing ome of the strategic financial impacts by the cash conversion coefficient and its derivative, the velocity ...
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Strategic Direction, 2002
Politicians are fond of talking about a “third way” which combines most effectively a free economy with social democratic ideals. There are parallels here with the business world. Attempts must be made to alter the systems of beliefs and values that shaped management during the last century.
Shimon L. Dolan, Salvador Garcia
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Politicians are fond of talking about a “third way” which combines most effectively a free economy with social democratic ideals. There are parallels here with the business world. Attempts must be made to alter the systems of beliefs and values that shaped management during the last century.
Shimon L. Dolan, Salvador Garcia
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Value–based management : shareholder value creation and management
2011The objective of this study is to evaluate the value drivers that drive the value of companies, as reflected in the share-prices. Through this study, the aim is to draw conclusions on the aspects that drive the share-price of companies. A detailed literature study was performed on the value-creation process that takes place in a company. The literature
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Values Cockpits and Values Management
2017A company’s values tell us what the company stands for and what it produces, tangible or intangible, to survive in its business. They form a funnel that determines how the company perceives the world around it, which problems it recognizes, which solutions it finds, and which products or services it develops in response.
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1995
Abstract The prominence given to managers’ values is explained by the manager’s commanding position and decisional dominance within the corporation. Saying so is not meant to justify, defend, or otherwise rationalize this state of affairs but only to acknowledge one of the brute facts of business life.
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Abstract The prominence given to managers’ values is explained by the manager’s commanding position and decisional dominance within the corporation. Saying so is not meant to justify, defend, or otherwise rationalize this state of affairs but only to acknowledge one of the brute facts of business life.
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