Documents disponibles écrits par cet auteur

Implementation processes / Martin, C. in Journal of the operational research society (JORS), Vol. 62 N° 1 (Janvier 2011) 

Public ISBD [article]  in Journal of the operational research society (JORS) > Vol. 62 N° 1 (Janvier 2011) . - pp. 21–28 Titre : Implementation processes : a Boolean analysis Type de document : texte imprimé Auteurs : Martin, C., Auteur ; Metcalfe, M., Auteur Année de publication : 2011 Article en page(s) : pp. 21–28 Note générale : Recherche opérationnelle Langues : Anglais (eng) Mots-clés : Implementation  Organisational  change  processes  Boolean  analysis Index. décimale : 001.424 Résumé : Implementing new operating procedures into organisations is problematic. It requires consideration of the socialisation processes needed to encourage implementers to creatively adopt and adapt the new procedure. The four main explanations of why organisational change occurs are teleology (group emerged action), evolution, dialectic and life cycles (growth stages). These have been mapped onto the corresponding organisational socialisation processes of job rotation, benchmarking with continuous improvement, competition and the use of champions. It has been claimed that successful implementation requires a mix of all four of these processes. This paper tests that claim by comparing the implementation of Total Quality Management into 32 independent and geographically dispersed bulk grain handling sites located around South Australia. Using Boolean Analysis it was found that successful implementation was achieved using either (a) self managed problem-solving teams and a review teams or, (b) champions with job rotation and site visits. Both of these mixes of socialisation processes worked; doing both was not necessary. The implications of this finding are discussed. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n1/abs/jors2009172a.html [article] Implementation processes : a Boolean analysis [texte imprimé] / Martin, C., Auteur ; Metcalfe, M., Auteur . - 2011 . - pp. 21–28. Recherche opérationnelle Langues : Anglais (eng) in Journal of the operational research society (JORS) > Vol. 62 N° 1 (Janvier 2011) . - pp. 21–28 Mots-clés : Implementation  Organisational  change  processes  Boolean  analysis Index. décimale : 001.424 Résumé : Implementing new operating procedures into organisations is problematic. It requires consideration of the socialisation processes needed to encourage implementers to creatively adopt and adapt the new procedure. The four main explanations of why organisational change occurs are teleology (group emerged action), evolution, dialectic and life cycles (growth stages). These have been mapped onto the corresponding organisational socialisation processes of job rotation, benchmarking with continuous improvement, competition and the use of champions. It has been claimed that successful implementation requires a mix of all four of these processes. This paper tests that claim by comparing the implementation of Total Quality Management into 32 independent and geographically dispersed bulk grain handling sites located around South Australia. Using Boolean Analysis it was found that successful implementation was achieved using either (a) self managed problem-solving teams and a review teams or, (b) champions with job rotation and site visits. Both of these mixes of socialisation processes worked; doing both was not necessary. The implications of this finding are discussed. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n1/abs/jors2009172a.html

Synthesis as conception shifting / L. Houghton in Journal of the operational research society (JORS), Vol. 61 N° 6 (Juin 2010) 

Public ISBD [article]  in Journal of the operational research society (JORS) > Vol. 61 N° 6 (Juin 2010) . - pp. 953–963 Titre : Synthesis as conception shifting Type de document : texte imprimé Auteurs : L. Houghton, Auteur ; Metcalfe, M., Auteur Année de publication : 2011 Article en page(s) : pp. 953–963 Note générale : Recherche opérationnelle Langues : Anglais (eng) Mots-clés : Synthesis  Systems  thinking  Shifting  concepts  Case  studies Index. décimale : 001.424 Résumé : John Dewey's work inspired Simon, Churchman and Ackoff. To encourage rigorous thinking, Dewey makes the rallying cry: Synthesize don't just analyse. Operational research does analysis well. However, our understanding of its conjoint twin, synthesis, may need some more pragmatic rationalization. Synthesis, often confused with systems thinking, is thought to be a process of engagement with alternative conceptions (interpretations) of the problem domain; conceptions that suggest a different solution set. Therefore, this paper explores the proposition that operational research needs to engage more synthesis to complement its skill at analysis. Why synthesis is required, what it is and how it works is explained. Two case studies are provided to demonstrate the mechanisms of synthesis as one part of strategic thinking. DEWEY : 001.424 ISSN : 0361-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v61/n6/abs/jors2008188a.html [article] Synthesis as conception shifting [texte imprimé] / L. Houghton, Auteur ; Metcalfe, M., Auteur . - 2011 . - pp. 953–963. Recherche opérationnelle Langues : Anglais (eng) in Journal of the operational research society (JORS) > Vol. 61 N° 6 (Juin 2010) . - pp. 953–963 Mots-clés : Synthesis  Systems  thinking  Shifting  concepts  Case  studies Index. décimale : 001.424 Résumé : John Dewey's work inspired Simon, Churchman and Ackoff. To encourage rigorous thinking, Dewey makes the rallying cry: Synthesize don't just analyse. Operational research does analysis well. However, our understanding of its conjoint twin, synthesis, may need some more pragmatic rationalization. Synthesis, often confused with systems thinking, is thought to be a process of engagement with alternative conceptions (interpretations) of the problem domain; conceptions that suggest a different solution set. Therefore, this paper explores the proposition that operational research needs to engage more synthesis to complement its skill at analysis. Why synthesis is required, what it is and how it works is explained. Two case studies are provided to demonstrate the mechanisms of synthesis as one part of strategic thinking. DEWEY : 001.424 ISSN : 0361-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v61/n6/abs/jors2008188a.html