Universal equation for the relative change in profit of manufacturing company

In contemporary conditions of the company's business operations, where high dynamics of costs, sales volume and change of production programme is present, it is of crucial importance to investigate their effects on the change of profit. Starting from cost–volume–profit equation, the aim is to arrive at a universal equation that will simultaneously measure a relative change in profit for a number of products, not only under the influence of change in sales volume but also of other relevant variables, such as sales price, fixed and variable costs. The basic hypothesis is that it is possible to establish in a form of universal equation the dependence between the change in profit and change in influential variables. In this investigation, first it was observed the partial influence of some variables on the change in profit and their dependence was determined for a single product, and then for more than one product. Finally, by summing up all those effects, a universal equation of profit change was obtained. The derived universal equation for the relative change in profit along with simultaneous effects of several variables makes possible for the company management to more simply determine the profit for diverse conditions of business operations. The universal equation for the relative change in profit was applied in one company and the results obtained confirm its significance.     

Is it change? Or is it noise?

How can you tell the difference between mere noise, and a profound change headed your way? Your gut instincts may not always be a reliable gauge. It takes a long time for most people to become an executive leader. If you are typical, you were raised and trained in a different era, with different expectations. You see things with different lenses. So what can you trust? You can trust first principles. Ask yourself what you know about the reasons that changes are happening in this environment. Then ask yourself about what is being proposed--how does it fit with the roots of the changes in health care and your organization? The three change filters presented here can help you to figure out if it's change or just noise. Ask yourself: (1) what are the changes occurring in the health care industry; (2) is your organization ready for change; and (3) how likely is it that your organization will easily adopt this particular change? These three filters together will help you decide what is a truly important change, how ready your organization is for change, and whether it will adapt to this change with ease or difficulty.     

Indiscriminate,Irrelevant, and Sometimes Wrong: Causal Misconceptions about Climate Change

Prior research demonstrates widespread persistence of beliefs about climate change causes and risks that are arguably misconceptions. They include believing pollution causes climate change, believing ozone depletion causes climate change, the combination of these two “green beliefs,” referred to as environmental problems, and believing natural climate variation significantly contributes to current climate trends. Each of these causal beliefs has the potential to weaken or divert support away from effective climate change risk mitigation policies. To assess this potential, we explore the nature and prevalence of these beliefs in the United States with a national sample of interviews (N = 77) and two national surveys (N = 1,013, N = 1,820), and apply regression and mediation analyses to explore whether they explain any of the variation in individuals’ concern or support for policy to mitigate climate change. Adherence to these beliefs—which reflect a variety of misconceptions illustrated in the interviews—differs by political ideology but is common, with over a third of interviewees mentioning one or more. Controlling for general knowledge, political ideology, and other factors, misconceptions about environmental problems are still associated directly with support for climate change policies. On average adherence to the belief that environmental problems cause climate change is associated with a 25% higher probability of policy support. In contrast, believing natural climate variability is a major recent cause of climate change is associated with a 7% lower probability of supporting climate policy, even after controlling for political ideology and other knowledge about climate change.     

Climate change knowledge influences attitude to mitigation via efficacy beliefs

Theories proposing climate change apathy is explained by inadequate knowledge do not account for why many informed and concerned Americans fail to act. While correlations between knowledge, efficacy for climate change, and attitude to mitigation have been observed, few studies have examined efficacy for climate change as a mediator. This study aimed to investigate the influence of specific climate change knowledge on attitude to mitigation via efficacy beliefs. A cross-sectional survey of 205 US adults recruited from Amazon's Mechanical Turk assessed participants’ climate change knowledge, efficacy for climate change, and attitude to mitigation. Indirect effects of self-efficacy for climate change were observed in three mediation models, suggesting efficacy for climate change explains some of the relationship between specific climate change knowledge and attitude to mitigation. The findings suggest risk communication can motivate pro-environmental attitudes with interventions that deliver information about climate change and develop efficacy for mitigation behavior.     

The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure

There is an extensive private sector literature on organizational change management. However, recent studies have suggested that the specific context of public organizations may have consequences for the management organizational change. This study examines to what extent different change approaches and transformational leadership of direct supervisors contribute to the effective implementation of organizational change in public organizations, and to what extent the bureaucratic structure of public organizations makes the implementation of organizational change s3pecific. The implementation of an organizational change in a Dutch public organization is studied using quantitative methods and techniques. The results indicate that bureaucratic organizations may effectively implement organizational change with both planned and emergent change approaches. The contribution of transformational leadership depends on the type of change approach and organizational structure. Transformational leadership behavior of direct supervisors contributes little to planned processes of change, but is crucial in emergent processes of change in a non-bureaucratic context. Although the literature on change management mostly emphasizes the leadership of senior managers, the leadership role of direct supervisors should not be overlooked during organizational change in public organizations.     

Devising Context Sensitive Approaches To Change: The Example of Glaxo Wellcome

There is a growing awareness of the need for designers of organisational change to develop context sensitive approaches to implementation if change is to be successful. Existing change literature indicates that there are many aspects of an organisation’s change context that need to be considered, and a wide range of different implementation options open to those designing change. However, these contextual aspects and design options are not currently pulled together in a comprehensive manner, or in a form that makes them easily accessible to practitioners. This paper builds a framework, called the change kaleidoscope, which aims to achieve this. It illustrates the applicability of this framework in practice as an aid to managers in the development of context sensitive implementation approaches via a case study on the changes undertaken at Glaxo Wellcome UK since the early 1990s. This is an interesting case of a successful organisation that managed to change in a pro-active manner rather than in a crisis driven re-active manner. The paper concludes with the lessons for practitioners on the impact of certain contextual features and design choices during change as illustrated by the Glaxo Wellcome case, and a discussion on the use of the kaleidoscope in practice.     

A Framework to Guide Thinking and Analysis Regarding Climate Change Policies

The potential impacts from climate change, and climate change policies, are massive. Careful thinking about what we want climate change policies to achieve is a crucial first step for analysts to help governments make wise policy choices to address these concerns. This article presents an adaptive framework to help guide comparative analysis of climate change policies. The framework recognizes the inability to forecast long-term impacts (due in part to path dependance) as a constraint on the use of standard policy analysis, and stresses learning over time as a fundamental concern. The framework focuses on the objectives relevant for climate change policy in North America over the near term (e.g., the next 20 years). For planning and evaluating current climate policy alternatives, a combination of fundamental objectives for the near term and proxy objectives for characterizing the state of the climate problem and the ability to address it at the end of that term is suggested. Broad uses of the framework are discussed, along with some concrete examples. The framework is intended to provide a basis for policy analysis that explicitly considers the benefits of learning over time to improve climate change policies.     

Understanding how balancing autonomy and power might occur in leading organizational change

Leading organizational change involves many leadership skills. The literature indicates that there is one basic underlying skill: the ability to form and use judgment that is informed by analysis and experience. The literature also indicates that constructing and implementing good judgment from analysis and experience requires discretion in terms of autonomy and power. However, the findings from a field study of leaders with strong reputations as change agents demonstrated that it was difficult for change agents to have both autonomy and power. This result introduces critical but underexplored dilemmas associated with balancing autonomy and power in leading change. This article argues that balancing might occur when change agents have learned to understand and handle the dilemmas, and it describes enabling conditions for this learning. Furthermore, a future research agenda is indicated.     

Turning change resistance into readiness: How change agents’ communication shapes recipient reactions

As employees’ support for an organizational change is critical for its success, change agents require guidelines on how to initiate change recipients’ endorsement. Accordingly, there is a need for an evidence-based understanding of which communication behaviors drive positive versus negative change reactions, as well as about the psychological mechanisms that explain effective communication. To advance our knowledge about successful change communication, we tested how autonomy-supportive communication, autonomy-restrictive communication, and reflective listening are associated with change recipients’ reactions. Building on Self-Determination Theory, we also tested the mediating mechanism of the satisfaction of recipients’ psychological needs between change agents’ actions and change recipients’ reactions. In three studies, we explored how change agents can use their communication to enhance recipients’ change readiness, as manifested in increased energy-saving intentions. In Study 1, we separately examined the effect of each communication behavior on change readiness. We coded dyadic change conversations for autonomy-supportive (vs. autonomy-restrictive) communication and reflective listening. Results showed that autonomy-restrictive communication negatively impacted recipients’ change readiness. Study 2 used an online experiment to distinguish between the effect of change agents’ autonomy-supportive and -restrictive communication. We found an indirect effect of change agents’ communication behaviors on recipients’ change readiness via psychological need fulfillment. In Study 3, we investigated how change agents “in the field” responded to recipients’ expressed resistance. Findings indicated that change agents use more autonomy-restrictive than -supportive communication, suggesting that their communication typically undermines rather than facilitates recipients’ change readiness.     

Transition management—An analysis of strategic considerations for effective implementation

Today, organizations must deal with change on all fronts. The ability to deal with change may become the yardstick by which future managers are judged. But what do good managers need to know about managing the change process? Management literature contains hundreds of sources dealing with various aspects of change management and there are numerous books and case studies which discuss the complete process. After reviewing this material and testing it against interviews conducted with managers of companies that have undergone change programs, the authors have identified six guidelines to facilitate successful change. These six factors are: the need for a catalyst to initiate change; organizational goals must be set which take into account the impact of technical, political, and cultural factors; transition team is required to guide the change; top management must demonstrate commitment to the change as well as to act as change agents; utilizing employee participation and good communication can help overcome employee resistance; and finally, evaluating the change program is extremely important to the success of present and future change programs.     

Graph productivity change measure using the least distance to the pareto-efficient frontier in data envelopment analysis

This paper proposes a new method to measure productivity change of decision making units in the full input-output space. The new approach is based on the calculation of the least distance to the Pareto-efficient frontier and hence provides the closest targets for evaluated decision making units to reach the strongly efficient frontier with least effort. Another advantage of the new methodology is that it always leads to feasible solutions. The productivity change in the new approach is operationalized as a Luenberger-type indicator in the Data Envelopment Analysis framework and it is decomposed into efficiency change and technical change. The paper empirically illustrates the new method using recent data on the Spanish quality wine sector.     

Risk Communication,Public Engagement,and Climate Change: A Role for Emotions

This article discusses the potential role that emotions might play in enticing a lifestyle that diminishes climate change. Climate change is an important challenge for society. There is a growing consensus that climate change is due to our behavior, but few people are willing to significantly adapt their lifestyle. Empirical studies show that people lack a sense of urgency: they experience climate change as a problem that affects people in distant places and in a far future. Several scholars have claimed that emotions might be a necessary tool in communication about climate change. This article sketches a theoretical framework that supports this hypothesis, drawing on insights from the ethics of risk and the philosophy of emotions. It has been shown by various scholars that emotions are important determinants in risk perception. However, emotions are generally considered to be irrational states and are hence excluded from communication and political decision making about risky technologies and climate change, or they are used instrumentally to create support for a position. However, the literature on the ethics of risk shows that the dominant, technocratic approach to risk misses the normative‐ethical dimension that is inherent to decisions about acceptable risk. Emotion research shows that emotions are necessary for practical and moral decision making. These insights can be applied to communication about climate change. Emotions are necessary for understanding the moral impact of the risks of climate change, and they also paradigmatically provide for motivation. Emotions might be the missing link in effective communication about climate change.     

德鲁克论21世纪管理的挑战——变革领导者

我们无法驾驭变革,只能走在变革的前面。彼得·德鲁克提出在21世纪管理最大的挑战之一是使组织成为变革的领导者。在这里,他作了五个方面的论述：（1）变革的政策;（2）创造变革;（3）引航;（4）变革与连续性的平衡;（5）赢得未来。《21世纪管理挑战》一书中对变革领导者的这些要求,实质上是他对创新管理的全面论述,这无疑是德鲁克管理思想的精髓,对我国的创新管理具有一定的借鉴意义。     

Values and future''s research

The relationship of values to the future is a question that has not been given the attention it deserves. Surprise-free alternatives are the standard kinds of short term forecasts and all too often the basis for long term forecasts. This means nothing important will change enough to affect the present trends and there will be no new revolutionary inventions or attitudinal changes in the public of any significance. Technological forecasting is the half of the equation used for most forecasts of change. Public values and what they will be in the future are seldom forecast, yet they have much to do with how change takes place and is accepted. It is to the problem of value change that this paper will address itself.     

Climate Change and Human Health: Estimating Avoidable Deaths and Disease

Human population health has always been central in the justification for sustainable development but nearly invisible in the United Nations Framework Convention on Climate Change negotiations. Current scientific evidence indicates that climate change will contribute to the global burden of disease through increases in diarrhoeal disease, vector-borne disease, and malnutrition, and the health impacts of extreme weather and climate events. A few studies have estimated future potential health impacts of climate change but often generate little policy-relevant information. Robust estimates of future health impacts rely on robust projections of future disease patterns. The application of a standardized and established methodology has been developed to quantify the impact of climate change in relation to different greenhouse gas emission scenarios. All health risk assessments are necessarily biased toward conservative best-estimates of health effects that are easily measured. Global, regional, and national risk assessments can take no account of irreversibility, or plausible low-probability events with potentially very high burdens on human health. There is no "safe limit" of climate change with respect to health impacts as health systems in some regions do not adequately cope with the current climate variability. Current scientific methods cannot identify global threshold health effects in order for policymakers to regulate a "tolerable" amount of climate change. We argue for the need for more research to reduce the potential impacts of climate change on human health, including the development of improved methods for quantitative risk assessment. The large uncertainty about the future effects of climate change on human population health should be a reason to reduce greenhouse gas emissions, and not a reason for inaction.     

Finding the essential difference

The idea of what is essential and what is peripheral is basic to all intelligent management of change. At the core of all our resistance to change is the fear that we will lose something of ourselves, something unrecoverable. "Touching ground"--gaining clarity on what we are truly about, and shaping our strategies around that core--is a key skill of the change master. What is the most important element in helping people deal with change? According to Roger Fritz, President of Leadership by Design, Inc., a St. Louis consulting firm, "Helping them recognize what's essential. There are two kinds of change: Technical change and profound change. A technical change asks you to learn something different. A profound change ask you to be someone different." Too often, we confuse the two and are met with resistance.     

Productivity Growth in the Lisbon Police Force

This paper estimates total productivity change with regard to the Lisbon Police Force and decomposes it into technically efficient change and technological change with data envelopment analysis (DEA). The benchmarking procedure implemented is an internal benchmarking, in which police precincts are compared against each other. The aim of this procedure is to seek out those best practices that will lead to improved performance throughout the whole force. We rank the precincts according to their total productivity change for the period 2000–2001, concluding that some precincts experienced productivity growth while a small number experienced productivity decrease. Economic implications arising from the study are considered.     

ADDRESSING THE IMPLEMENTATION PROBLEM: A GAMING APPROACH

Traditionally decision sciences has been plagued with the problem of implementation, i.e., transforming a sound theoretical technique into an operational system. Most researchers who study the problem concentrate on identifying factors which relate to implementation or on identifying the change process required to achieve implementation. In a recent study, Sorensen and Zand [24] demonstrate that the Lewin-Schein change theory explains the process necessary for achieving implementation. While the Lewin-Schein theory explains the required change process, the theory does not address the question of how one brings about change. The purpose of this article is to describe a “gaming” approach for accomplishing change. A case example is given to demonstrate the proposed implementation methodology.     

协同工作下角色-任务匹配与互动多智能体模拟研究

利用多智能体模拟方法对角色-任务匹配和互动关系进行研究,构建基于Agent的角色-任务匹配的多目标评价模型,并设计最小匹配度和最大匹配度两种匹配度算法,基于Repast,在Eclipse上用Java实现角色-任务互动模拟系统.模拟实验结果表明,与最大匹配度算法相比,最小匹配度算法能减少任务接口通讯费,有效提高员工能力利用率,最大化完成任务.该算法能较好地用于协同工作环境下角色任务分配,增加学习率,有助于员工能力增长;在一定的协同学习率下,任务量越饱和,员工各项能力提高程度越大;任务的能力需求期望变化小于方差变化时体现的动态性与能力增长负相关,而任务的能力需求期望变化大于方差变化时体现的动态性与能力增长正相关.     

Individual and organizational strategies for coping with organizational change

During times of significant change to organizations in strategies and structures, employees can experience high levels of stress as their jobs, areas of responsibility and roles also change. Yet research is curiously silent about how people react to organizational change, especially towards promoting healthy responses to change. As a first step to outlining areas for future research this paper considers a range of individual and organizational strategies that may be effective in reducing employee stress and related problems. Prior to the implementation of these strategies, however, organizations must empower employees to adopt the role of change agent and encourage them to take action to solve the problems that stress them. At the individual level, employees can respond to the stress created by organizational change by using problem- and emotion-focused strategies. Also important in coping with change are the personal resources of employees, including a sense of hardiness, beliefs about having control over their work environment, and the availability of social supports within and outside the organization. Although few organizations fully acknowledge their role in helping employees cope with change, there are a number of initiatives that organizations can pursue. Several strategies are discussed in relation to communication, leadership, job-related tasks and stress management programmes.