Critical Review Of Management Performance

Critical Review of Better environmental performance

A framework for integrated management systems (IMS).

Alejandro Mendez

Griffith University Gold Coast AU (2012)

Introduction:

The Article: Better environmental performance: A framework for integrated management systems (IMS) is based on previous studies (Griffith and Bhutto, 2008), (Hall, 1998; Hoyle, 1998; Moore, 1998) and is characterized by evaluating how the integration of all management systems could contribute to construction companies in UK improving their environmental, economic and organizational performances.

Also relevant within the article is that the integration of environmental processes and quality processes is complex and includes all stakeholders involved in the construction environment. Improving environmental performance and building reputation through an integrated approach, were clear advantages for all these UK construction companies. Their better performance and reputation subsequently helped them to attract more customers, employees and investors; because all these stakeholders believed that environmentally, socially and economically responsible companies were more secure choices. Also, the article pointed out that environmental performance is a process to track the progress of construction companies, and promote their overall performance.

Strengths:

• The researchers place primary focus on their unique ideas and opinions, using citations to support their claims.

• All paragraphs within the introduction worked to support the paper statement.

• Also the researchers offered a unique proposal,

• The researchers clearly understood the concepts that result in a clear and concise paper that can benefit writers in both an educational and workplace settings.

Weaknesses:

• Problem is more complex than the investigator realizes.

• The problem is of interest only to particular, localized groups, or in some other way has limited relevance to the field.

Research method:

The research project used a triangulated approach, questionnaire survey, structured and semi structured interviews and case studies. Information was gathered from thirty building and civil engineering contracting organizations chosen from a list of the UK’s top 100 construction companies.

Strengths:

• Surveys were beneficial because of their ability to target large populations more cost effectively than a field study and they are also adaptable to any type of research need (Davis, 2005, p.146).

• Case studies allowed researchers to attempt to identify variables of importance as well as their relationships.

• Case studies allowed researchers to gather insight in a natural environment and these findings can be compiled with findings from other research studies to gain a more comprehensive understanding of the phenomena being studied

Weaknesses:

• Surveys often require special skills from the researcher in sampling, proper question design, and analysis.

• The statistical analysis has not received adequate consideration, is too simplistic, or is unlikely to yield accurate and clear cut methods

• Case studies has lack of control by the researchers since it is an ex post facto experiment and the difficulty of obtaining all useful information

Research results:

The main objective of the research was suggesting a framework for the development and implementation of an integrated management system to improve better environmental performance it is essential to mention that:

Strengths:

• Based in the information collected a current best practice for framework for the implementation of Integrated Management system development and implementation were presented.

• Also Integrating Management systems improve future construction practices. to achieve green sustainability

• There is not a clear difficulty trough Progressing system development.

Weaknesses:

• The system is only applicable to construction processes; it could have interesting to see a general model applicable to all industries.

• Small companies should considerer improvement of its site procedures rather than development integrated management systems.

A RESEARCH PLAN TO INVESTIGATE HOW INFORMATION SYSTEMS ARE ESSENTIAL TO DEVELOPMENT A KNOWLEDGE MANAGEMENT SYSTEM.

Alejandro Mendez

Griffith University Gold Coast AU (2012)

Summary:

Knowledge is acquired by managers and analysts, and their staff, by examining and investigating areas under study. This is different from the acquisition of specialized skills that are learned by performance over time. Typically, knowledge management is performed by company personnel who possess a high level of expertise in their respective functional areas, such as strategic planning, marketing, manufacturing, accounting and finance, and human resources. In addition, there are other company positions that involve some type of knowledge management, either directly or indirectly (Clark 1999). Building a corporate-wide knowledge management infrastructure requires the integration of many different technologies In order to gain a comprehensive vision.

The proposed research attempts to analyze how information systems benefit knowledge management. This is through the use of a survey method within 10 companies with similar business, processes and structures. It also attempts to understand how information systems assist the management of knowledge.

Key words:

Knowledge management, models, process, decisions, productive, competence, industry, education, organizational, tacit, explicit, information, systems.

Research context:

To acquire and disseminate narrow to wide-based knowledge for an organization’s personnel, the present knowledge work processes may have to be improved. This may involve reengineering in which knowledge work processes have to be revamped so that knowledge flows freely to every functional unit and subpart that needs it. For one, an organization can change the content of knowledge by expanding or contracting what it encompasses in order to better meet desired objectives, such as a one to one tie in with the company’s critical success factors. For another, an organization can reorder the composition of work so that company personnel may change the focus of their jobs from information to knowledge. This change may require the use of more work teams so that knowledge learned from previous

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