characteristics of action plan objectives in strategic management
199006460
Issues, Challenges and Solutions of Big Data in Information Management: An Overview
Big data is too voluminous and requires the use of computer technology and the right data processing application to capture, store effectively, analyse, and present big data to enable the business to have clearer visibility of trends, make plans and decision for future direction. The data revolution is reshaping the way knowledge is produced, business is conducted, humanitarian assistance is handled, public officials are elected, and governance is enacted. Big data provides unprecedented insights and opportunities across all industries, and it raises concerns that must be addressed. This article discusses the challenges and solutions for big data as an important tool for the benefit of the public. It suggests that big data and data analytics if used properly, can provide real time actionable information that can be used to identify problems and needs, offer services, and provide feedback on the effectiveness of policy action. Introduction The world is experiencing a huge data revolution. The explosion of data is directly connected to the arrival of the digital age. The term "Big Data" refers to the vast amounts of data in which traditional data processing procedures and tools would not be able to handle. It emerged in the 1990s and gained momentum in the early 2000s and has been variously defined and operationalized. Clearly, size often comes to mind when referring to big data. It is commonly defined as the astonishing amount of structured and unstructured data that are being generated, captured, and stored at an amazing speed. It is obvious that data comes from literally everywhere, every time and from all sorts of devices. Data is often produced and accessible in real time, and it arises from the merging of different sources. Organizations have been relying on these sources of data to describe, interpret, and forecast and provision economic and business activities and to decide for the next direction. Today, various efficient and intelligent techniques are available to help the organization in providing the best interpretation of this large volume of data from different types of heterogeneous sources, to be International Journal of Academic Research in Business and Social Sciences Vol. 8 No. 12, Dec, 2018, E ISSN: 2222 6990 (c) 2018 HRMARS 1384 processed and analysed and presented in an understandable, visual and decent manner to suit the business language and stakeholders' objectives. Big data is categorized as having three features, the 3Vs; which are value, velocity and variety. Volume refers to the sheer amount of data, velocity is the speed with which it is being delivered in real time, and variety is the number of different sources. With the combination of increased volume, velocity and variety, organizations need to reconsider, rethink, and repurpose their ways of working with innovation, the marketplace and communication. Their entire business processes may need to change as well. Characteristics of Big Data Management As one of the current trend terms in the world today, there is no exact way to define big data. The term is often used with related concepts such as Business Intelligence (BI) and data mining. These three terms are about analysing data, but big data concepts differed from the others two concept where the data volumes, number of transactions and the number of data sources is bigger and much complex and acquired special methods and technologies to analysed the data. The three major characteristics that define big data are volume, variety and velocity. The first characteristic is volume, and it became as the first and important characteristic because of in every organization, they have many large archived data along the way from the starts of their business but they can't process the data to help them make decisions and plan their future business. This has represented as the most immediate challenge to the conventional IT structures. The said situation faced by the organization what inspired the IT researchers to come out with big data. The ability of big data to process large amounts of information is the main attraction of big data analytics to create value from relevant data. The second major characteristic in big data is velocity and it refers to the pace of increasing speed of the new data is generated and the pace at which data been transfer around. In the current electronic and digital era like business processes, machines, networks and human interaction with things like social media sites, mobile devices, etc. Social media messages going to viral in seconds in 1999, WalMart's data warehouse stored 1,000 terabytes (1,000,000 gigabytes) of data. In the year 2012, it had access to over 2.5 petabytes (2,500,000 gigabytes) of data. Every minute of every day, we upload hundreds of hours of videos on YouTube, we send over 200 million emails through Gmail. Reacting quickly enough to deal with data generate pace is a challenge for most organizations. Twitter is one of the most used online diary worldwide and it can be as the best example of the velocity of big data. It produces around 6,000 tweets every second that corresponds to over 350,000 tweets sent per minute, 500 million tweets per day and approximately 200 billion tweets per year. The third characteristic of big data is variety as the sources and types of data is different and big data is not only a structured data and for sure is not an easy task to put big data into a relational database. Today data comes in the form of emails, photos, videos, monitoring devices, PDFs, audio, etc. This variation of unstructured data creates problems for storage, mining and analysing data. Dealing with International Journal of Academic Research in Business and Social Sciences Vol. 8 No. 12, Dec, 2018, E ISSN: 2222 6990 (c) 2018 HRMARS 1385 a variation of structured and unstructured data significantly increases the difficulty of storing and analysing big data. Around 90% of data generated is data in unstructured form. This will conclude that the "big" in big data is not solely about volume because big data involves of a large amount of data. But, big data not only refer to data volume because it does not only mean you have a lot of data but the data also coming to you at a very fast pace and it comes with a variation of forms and variety of sources. It is important to say that today's big data may not be tomorrow's big data because the technologies always evolve. As a perspective, if the organization facing a significant challenge to manage with data's volume, velocity and variety, the organization need to have data management with the assistance of technologies and techniques. Big Data Presents Challenges and Opportunities Big data is not just about volume and from various sources; it is about its other characteristics such as size, speed of data, structure and quality and new generation analytic technologies that help organizations get more value from their information assets. It helps organizations to provide business insights on customer behaviour and patterns that can be used to improve operations, anticipate opportunities and business growth, and to detect for any possibility of issues or problems. Today, organizations are generating, receiving, processing, and storing remarkable amount of data to and from a wide range of resources such as databases and Internet. The process of managing, handling and storing huge amount of data is known as big data management. Big data has many features and varies in nature, they can be simple or complex, structured or unstructured, secure or with a very minimum security. This makes the management and storage of big data becomes more challenging and extremely important, and would definitely require the help of technology and techniques. No matter how challenging it can be, organizations must put in the necessary control measures to solve or lower the risk imposed so that the data stored are available, retrievable, and can be used to make ad hock decisions and plans for the future. The main purposes of the management of big data are to store and handle available data in a simple and understandable manner with easier and flexible retrieval methods to make the right and strategic decisions for enhancing their businesses. Issues and Challenges of Big Data in Information Management New technology comes with uncertainty as it may not be understood well by all organizations especially during its early introduction, adoption, and implementation. Big data is not an exceptional. Organizations lack of information and understanding on the fundamental of big data such as what is actually is, the benefits, and the infrastructure requirements. Uncertainties are the outcome from unknown opportunities, challenges and emerging risks. While opportunities create new values, risks create threats to the organization. International Journal of Academic Research in Business and Social Sciences Vol. 8 No. 12, Dec, 2018, E ISSN: 2222 6990 (c) 2018 HRMARS 1386 Lack of Business Sponsorship and Management's Support When introducing any new technology in the organization, it is important to obtain top management's buy in. This is very essential if it involves changes in the organizational culture and structure as well as amount of time and money to invest. Hence, big data as any new technology needs support from top management and stakeholders. Since investing on big data wisely would give organizations competitive advantage, top management should have the vision to see the impact of big data in the organization's future. Big data is not only a technology, but it involves innovation, cultural change, analytical mindset and new skillset. It also requires more effort to educate people on how to treat the data. Data Privacy and Security Organizations benefit from many conveniences and breakthroughs due to Big Data powered applications and services. However, one of the most sensitive issues that organizations feel reluctant to adopt big data
Syaiful Hisyam Saleh Raihan Ismail Zaharuddin Ibrahim Norhayati Hussin
154978542
An SAO Based Text Mining Approach for Technology Roadmapping Using Patent Information
A technology roadmap (TRM) links technologies with a company's strategic objectives and so supports acquisition of required technologies in advance of needs. It is a powerful tool for strategic planning and technology management. Because technology is changing rapidly and market competition is fierce, the role of a TRM is becoming increasingly important. To support the role of a TRM, many firms and governments that use roadmapping are becoming interested in reducing costs while retaining objectivity during TRM development. One suggestion to achieve these goals is to use the keyword based quantitative approach to creating a TRM, but the information provided by the approach is limited because of the characteristics of keyword information. To solve this limitation, this research uses the concept of 'function' to support quantitative analysis for developing a TRM. The concept of function can provide information on the uses and purposes of a technology. To represent a function, a subject action object structure is commonly used. The suggested approach allows research and development (R&D) managers to extend the views of product and technology during development of a TRM. In addition, by reducing the time required to develop a TRM, the proposed approach supports quick and accurate decision making by R&D managers.
Sungchul Choi Hongbin Kim Janghyeok Yoon Kwangso Kim Jae Yeol Lee
166534126
Strategic Fit of Project Management at a Brazilian State Owned Firm: The Case of Eletronuclear
ABSTRACT In the literature, mention is made of the significant loss of resources in the case of projects that do not contribute to the firm' s main objectives, mainly because they are not aligned with its strategy. The lack of project strategic fit thus ends up having a negative impact on its performance and competitiveness. This article shares the results of a study on project management PM at the Brazilian state owned firm, Eletronuclear, created in 1997 to build and operate nuclear power plants in the country. The study' s objective was to assess the strategic fit of PM at this firm and identify factors that contributed to, or hindered, the achievement of the desired fit. The research adopted the case study method, collecting data from various sources using different means documental investigation, structured questionnaires and interviews in order to ensure their consistency. The results indicated a predominance of weaknesses in PM at the company, namely in terms of inconsistencies with its strategy, evidencing PM' s lack of strategic fit. They highlighted resources specifically inappropriate allocation and quality and the difficulty of changing to a culture of PM with a strategic vision, as the main problems. At the same time, they revealed recent initiatives, pertinent to the adoption of strategic level project mediation processes and project portfolio planning, that if translated into concrete actions, could indeed contribute to a better strategic fit of PM at Eletronuclear. The study thus provided insights for other firms seeking to improve their project management. INTRODUCTION For more than four decades, organizations have been using the principles of the project management discipline PM, to manage their projects. Despite this, little has been done in the way of recognizing this discipline as one of the core competencies needed to create a competitive differential in business strategy (Kerzner, 2005) However, there is a growing interest in the subject, sparked off by the positive results achieved by some firms that have systematically applied PM principles with the due strategic orientation. According to Milosevic Srivannaboon (2006, p. 99) " when organizations relate their projects to strategy, (they) are better able to achieve their organizational targets" In many cases there are signs that projects are not coherent with firms' strategies. The lack of coherence between projects and business strategy is frequently due to the fact that the PM discipline is regarded merely as an operational tool to control project durations (Kerzner, 2005) Various authors mention a loss of resources due to project cancellations or, as most have no connection with firm strategy, the implementation of projects that do not contribute to strategic objectives (Cooper; Edgett; Kleinschmidt, 1998; Milosevic Srivannaboon, 2006; Pinto Covin, 1989; Shenhar, A. 2001) The inappropriate use of resources human and financial and time wasted on projects end up having a negative impact on firm competitiveness. For these reasons, we decided to investigate the issue of project management's strategic fit, seeking to identify the factors that contribute to the desired fit, or, on the contrary, hinder it. Note that by strategic fit, we mean alignment with, orientation towards and adherence to or coherence with firm strategy. This article presents the main results of a study that was part of this investigation and focused on the case of a state owned firm Eletrobras Termonuclear S.A. Eletronuclear (henceforth referred to as Eletronuclear) With a view to contributing to the research's objectives, an analysis was performed of the strategic fit of processes pertinent to PM. The analysis, drawing in part on Macedo Soares' s GenericIntegrative GI strategic analysis methodology (apud Macedo Soares Figueiras, 2007) was divided into the following steps: 1deg) characterization of the firm under study; 2deg) identification and analysis of the strategic implications of the main strategic actors and macro environmental factors, in terms of whether or not they represented real or potential opportunities and threats for the firm's strategy; 3deg) characterization of PM discipline processes in terms of constituting, in the light of this strategy, real or potential strengths (strong points) or weaknesses (weak points) 4deg) identification of the organizational factors necessary, except the project management discipline itself, to make this discipline feasible, and assess its strategic implications in terms of constituting real or potential strengths and weaknesses; 5deg) assessment of the firm's performance using pertinent indicators; 6deg) analysis of PM discipline processes' fit with the strategy of the firm researched, considering the latter' s characteristics and the strengths and weaknesses of overall organizational factors; 7deg) identification of the factors that hindered and those that contributed to assuring PM' s strategic fit; 8deg) the making of recommendations regarding possible improvements that could assure the strategic fit desired.
Teresia Diana Lewe Van Aduard DE MACEDO-SOARES Edcler Felix Mayrink Adriane Cavalieri
67788978
From Traditional Cities to Smart Cities
The transformation of traditional cities to smart cities becomes increasingly important for the actors that interact with it; government, public and private organizations, and citizens in general, in addition to making easier its implementation thanks to the development of ICTs (Information and Communications Technologies) Each project deals with specific needs according to the city's characteristics (technological development, educational level, quality of provision of public services, number of inhabitants, climatic and environmental conditions, etc. however, it is possible to establish a general methodology for developing this transformation. The present article develops a methodological proposal for the implementation of a smart city which includes five stages; analysis of current situation, preparation of a work plan, strategic formulation, action plan and management plan. Each stage is developed by integrating components such as infrastructure, technologies, processes and human capital in order to satisfy established strategic objectives and, overall, to create a better quality of life of its inhabitants and a sustainable environment.
KMO
Laura Maria Obando Bobadilla Maria Paula Ruiz Nieto Jose Ignacio Rodriguez Molano
201327090
Ordenamento territorial na perspectiva da governanca em Unidade de Conservacao no litoral sul de Alagoas
The coast is an integrated space formed by different environmental systems and by dynamic territorial systems with diversified characteristics that includes a mosaic of ecosystems. Given the fragility, intrinsic of complex environments such as coastal areas, there is an increasing interest in strategic conservation actions. Conservation units are protected areas by law, and in Brazil they are divided into two main groups: integral protection and sustainable use. The Environmental Protection Areas (APAs) make up the sustainable use group and aim at spatial planning in a way that guarantees the use of natural resources, and the conservation and maintenance of their ecosystems. In Brazil, the management of conservation units is still little discussed in the sense of governance and at the same time it directs the approaches to the application of territorial planning methodologies and policies that will mitigate conflicts and effect more democratic and participatory practices. The present research is about an Environmental Protection Area (APA) The aim is to understand territorial planning in an integrated way between the physical and social elements within a systemic vision. Thus, the general objective is to analyze the territorial planning in the perspective of governance in the Environmental Protection Area of Piacabucu, litoral Sul of Alagoas. The methodology consists of: bibliographical survey, theoretical and methodological basis, documentary survey in public bodies of historical and legal character, basic mapping, field visit, interview with managers, traditional communities, fishermen's colony and representative of the municipal agency. The UC governance analysis was carried out under the view of the decalogue proposed by the Spanish geographer Barragan Munoz (2014a) who seeks to assess geographic environments and systematize a model of effective governance in coastal zones. Studying coastal conservation unit in the governance prospect is a challenge, since it refers to a unique, conflictive and integrated system.
Eduina Bezerra Franca
150917884
Managing For Value: Developing A Performance Measurement System Integrating Economic Value Added and The Balanced Scorecard In Strategic Planning
Economic value added (EVA) systems and the balanced scorecard (BSC) havegenerated a tremendous interest in corporate America recently as approachesto performance management. Implementation of these methodologies has notproven to be easy. This paper introduces the analytical hierarchy process andshows how this methodology addresses the limitations of EVA and BSC by integratingthem into one comprehensive system. A case study is used to illustratethis methodology.
Journal of Business Strategies
Harold D Fletcher Darlene Brannigan Smith
169386615
Aplicacao do Planejamento Estrategico Situacional na Central de Abastecimento Farmaceutico de um hospital publico de medio porte
Strategic planning is fundamental for any organization, including health organizations that, in order to serve the population, need to manage a series of operations involving many professionals and diverse inputs. Among the basic and essential inputs are medicines, which are managed by a Central de Abastecimento Farmaceutico (CAF Pharmaceutical Supply Center) Recognizing the importance and challenges related to the management of a CAF, the objective of this work is to prepare an operational plan for the CAF of a medium sized public hospital, located in the city of Niteroi, using the methodology of Planejamento Estrategico Situacional (PES Situational Strategic Planning) Interviews were conducted with professionals involved with CAF activities and the current control and management mechanisms were analyzed; brainstorming sessions were also held to identify the problems faced by CAF. Among the main problems identified, epidemiological control and the lack of recognition of the pharmaceutical professional stand out. An action plan was elaborated detailing the actions, necessary resources and follow up indicators. The PES proved to be a practical, efficient and easy to implement tool, important characteristics for its adherence, since CAF managers are health professionals with very specific training and with little knowledge in planning tools.
GA(c)ssica Silva Cazagrande AndrA(c) Teixeira Pontes
197878803
PERENCANAAN STRATEGIS DALAM PENYELENGGARAAN PENDIDIKAN DI MADRASAH
Implementation of education can not be separated by management, which contains Planning, Organizing, Actuatin and controlling, with the management of both educational institutions able to provide optimal service to the community, with quality management educational institutions capable of printing quality generation and with good quality management also good institutions capable of bringing positive change to this country. Planning as a first step in management has a very important role as a capital management of an institution institution, which will produce the generations of excellence in achieving, independent, noble and able to compete with other countries. Therefore, the head of the madrasah needs to apply the strategic planning in the madrasah which includes the Foundational Model, the Early Action Planning Model and The Three Strand Concurrent Model with their respective characteristics becoming part of the strategic management process related to the short, medium and long term objectives identification process from an institution or organization, extracting ideas and options, taking necessary steps to achieve the stated objectives, and monitoring (monitoring) progress or failure in order to determine future strategies. Keywords: Perencanaan Strategis dan Penyelenggaraan Pendidikan
Nahrowi Nahrowi
211309197
MANAJEMEN STRATEGIK INSTITUT AGAMA ISLAM NEGERI (IAIN) SYEKH NURJATI CIREBON
Profesionalization of Education Management is a strategic sector in developing quality of education as an effort for improving the human resource in the era of millennium developmental goals. On the other hand, Indonesia has low competitiveness caused by low of quality of human resource. Whereas education and educator, educational staff, and institutional management are spearhead in developing quality of human resource. In general, the objective of this research is to formulate a calculation method of performance accountability as an application of principles and theory of strategic management on education activity in IAIN Syekh Nurjati. The method used in this research is non experimental quantitative research, namely analytical descriptive method. The conclusion of this research are (1) Calculation method of performance accountability used by IAIN Syekh Nurjati refer to recent rules. From point of view of strategic management theory, the two models have a low analysis accuracy. (2) Performance accountability of activity, program, and policy in institutional management of IAIN Syekh Nurjati Cirebon, all of them are very successful category. (3) Formulation of calculation method of perfomance accountability of IAIN Syekh Nurjati refer to theory of strategic management which in line with characteristics of Strategic Planning of IAIN Syekh Nurjati 2015 2019 and is inaccordance with UNESCO new paradigm of higher education institution (World Declaration on Higher Education for the Twenty First Century: Vision and Action) which is made as reference of new concept of higher education institution development in Indonesia. (4) In management of IAIN Syekh Nurjati Cirebon, it's relation are very strong, strong, very strong, and very strong. Further more there are several recommendations, namely (1) On calculation of perfermance accountability for IAIN Syekh Nurjati needed calculation of degree of relationship or influence between policy variables, program, and activity as variables of strategic implementation. (2) Phase of model of strategic management should be agreed by concerning people and decided by people who have jurisdiction to be made as reference and together commitment. (3) For certain faculties, institute, or educational institution at local, regional, or national level it is necessary to appoint a strategic management commitee responsible for developing "Statement of Best Practices" Key Words Management, Accountability, Performance
JIEM (Journal of Islamic Education Management)
Ahmad Fauzi Syibli Maufur
210846967
Creating Support for Organizational Change: An Outcome Oriented Analysis of Change Readiness
A major area of innovation within the architecture, engineering, and construction (AEC) industry involves the re engineering of project delivery processes, yet successful implementation of such processes requires a significant organizational change effort. The AEC industry is often regarded as a laggard in the uptake of innovation, and personnel resistance to change is among the most commonly cited barriers to change adoption. The objective of this study was to understand the extent to which project level personnel change readiness is affected by a variety of antecedents within 16 AEC owner organizations, each of which independently implemented a planned strategic change in their project delivery processes. An outcomeoriented perspective of change readiness was incorporated to empirically document behavioral response to change at the individual level (n 96) among owner project managers and contracting officers. Change readiness outcomes were measured via an action research method in relation to contextual, personnel, content, and process antecedents present prior to change implementation on each AEC project. Results indicated that change management process factors of increased change message delivery and extensive change agent involvement had the greatest effect on outcomes of high change readiness. Individual experience and project scope considerations also had a relationship with change readiness, although to a far lesser extent. Contributions of this study include an empirical, multi organization, real time data set of change implementation within the AEC industry, identification of significant antecedent effects on personnel change readiness outcomes, and associated recommendations for change practitioners. Future research is recommended to investigate additional personnel oriented characteristics of project teams and their corresponding relationship to change readiness.