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Relevant bibliographies by topics / Office management

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Academic literature on the topic 'Office management'

Author: Grafiati

Published: 4 June 2021

Last updated: 12 June 2025

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Journal articles on the topic "Office management"

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Choat, Dennis E. "Office Management." Clinics in Colon and Rectal Surgery 18, no. 04 (2005): 247–48. http://dx.doi.org/10.1055/s-2005-922846.

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MUSIOŁ-URBAŃCZYK, Anna. "Project management office in towns with countyrights offices." Scientific Papers of Silesian University of Technology. Organization and Management Series 2018, no. 121 (2018): 371–81. http://dx.doi.org/10.29119/1641-3466.2018.121.26.

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Qiu, Xuan. "A STUDY ON THE FACTORS INFLUENCING THE SMART MANAGEMENT ECOSYSTEM OF DEPARTMENT OFFICES IN UNIVERSITIES." EUrASEANs: journal on global socio-economic dynamics, no. 6(43) (November 30, 2023): 399–409. http://dx.doi.org/10.35678/2539-5645.6(43).2023.399-409.

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With the continuous evolution and development of educational information, information technology has become an important driving force for promoting the transformation and innovation of office management. Drawing on the principles and methods of ecology, exploring the transformation of office management models supported by information technology has important theoretical significance and practical value for optimizing the structure and function of the office management ecosystem and promoting educational management reform and innovation. This study adopts a literature research method. Firstly, starting from the concept of "departmental office management", clarify the basic concepts and definitions of departmental office management, and clarify the status and functions of departmental office management. Based on analyzing the history and current situation of secondary college offices in universities, the main characteristics and functions of secondary college office management are summarized through interviews and questionnaire surveys with the school and college management, as well as grassroots teachers and students. Revealed the main problems in the office management of secondary colleges, and proposed transformation strategies for the office management of secondary colleges from the perspective of education and management ecology with a "critical reflection" attitude. This study aims to analyze and reflect on the problems that arise in the current management of departmental offices in universities, and attempt to study the management of departmental offices from an ecological perspective. It aims to provide new directions for the reform, development, and promotion of departmental office management in universities: for schools, teachers to provide new guidance for the maturity and improvement of office management concepts in universities such as students, and to provide a new approach for theoretical research on office management in university departments.

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Powers, George L. "Orthopedic Office Management." Orthopedic Clinics of North America 19, no. 4 (1988): 877–81. http://dx.doi.org/10.1016/s0030-5898(20)31602-3.

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Curtis, Myra. "American Office Management." Public Administration 10, no. 2 (2007): 179–95. http://dx.doi.org/10.1111/j.1467-9299.1932.tb02361.x.

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Desmond, Celia. "Project management office." IEEE Engineering Management Review 43, no. 1 (2015): 15–16. http://dx.doi.org/10.1109/emr.2015.2393512.

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Suryadi, Edi, Tutik Inayati, Rasto, Fahmi Jahidah Islamy, and Yosep Hernawan. "Office Management Competencies Model Based on Industrial Perspectives." International Journal of Professional Business Review 8, no. 8 (2023): e03099. http://dx.doi.org/10.26668/businessreview/2023.v8i8.3099.

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Purpose: this paper’s purpose is to explore competencies that should be acquired by graduates according to industries that they will work for. This study also proposes a model for competencies for office management aspect in industries and the categorization of these competencies and activities based on not only the education background but also the management level in an organization. Theoretical framework: The literature used in this study consists of many sources. However, we emphasize on the work description that is required in office management (Hollis-Turner; 2015 and Maynard; 1967). Design/methodology/approach: We gathered several cross-sectional articles on office competencies, and we also collected primary data through interviews with three experienced professionals in offices. We use critical systems heuristics to structure the answers, as well as construct the model of office competencies. Findings: The results of this research are two folds. First, the exploration of office management field competencies has several discrepancies between industrial perspectives and what are taught at the university or school, including soft skill competencies that should be given when graduates were still in school or university. Second result is the model is constructed that has significant contribution for the academic and industrial aspects. Research, Practical & Social implications: We would suggest that academic world would learn and adapt from the model constructed to avoid future misconception on office competencies. In the future, more office research will enrich the resources to determine the curriculum especially in office management. Originality/value: The result of this study emphasizes that while office can be changed into virtual offices, the competencies to run an office are still needed. Hence, this study shows the perspective from industries in Indonesia that can be used for curriculum redesign in universities and schools.

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Falah, TR Fahsul, MH Jamil, EB Demmalino, et al. "Waste Disposal Efforts and Policies in BPSDM Kemendagri Jakarta." Jurnal Teknologi Lingkungan Lahan Basah 12, no. 1 (2024): 227. http://dx.doi.org/10.26418/jtllb.v12i1.74724.

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Offices as one of the waste-producing locations have contributed to the volume. Challenges in waste management strategies differ between formal and non-formal institutions. Waste management needs a collaborative management strategy in its management. An effective waste management strategy as a solution to improve employee performance in implementing waste management regulations. This study aims to analyze Collaborative management with an office waste management strategy at the BPSDM Kemendagri Jakarta office. Collaborative management to manage environmental problems, especially waste generated from activities on weekdays. Waste management regulations need to be upgraded to become policies in the Ministry of Home Affairs offices. The method used in this study is descriptive qualitative with literature review and survey techniques. Collaborative management in office waste management is not optimal. a policy proposal for a waste management strategy and for responding to contextual changes involving the problem of formal government office waste. This finding has implications for being a policy proposal for a waste management strategy and for responding to contextual changes involving the problem of formal government office wastesustainable.

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Şendikici, Pınar. "Process Management and One Example Service Sector." International Journal of Advanced Natural Sciences and Engineering Researches 7, no. 6 (2023): 85–88. http://dx.doi.org/10.59287/ijanser.1140.

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The application study has been done in a private bank ABC bank in the form of case study. The observational method and interview method have been used about two types of branch office. A case study will be done about existing branch offices in one of these two branch office types and in the other one about improvement branch office. The information about ABC bank credit operation system has been collected and credit operation process has been explained as systemic in the light of this collected information. The workflow diagrams have been composed by analysing processes. The workflow diagrams have been composed in accordance with credit operation process. The graphics has been drawing in concerned with credit performance of improved branch offices for the purpose of performance review to improvement process. These graphics have been drawing about comparing between cancellations statement and putting into operation of credits that made application covering three months period. Finally, some offers have been presented about pilot branch offices in which improved by bank be subjected to this study.

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Gromova, A. I., and P. V. Pavlovsky. "One or many project offices in educational organization of tertiary education: advantages and disadvantages." Vestnik Universiteta, no. 5 (June 21, 2023): 13–20. http://dx.doi.org/10.26425/1816-4277-2023-5-13-20.

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The article is devoted to the creating and management expediency of several project offices in an educational organization of tertiary education (hereinafter – OTE). The topic relevance is due to the growing number and types of ongoing projects that require proper organization and management and, consequently, governance of project management offices. The article presents the features of educational projects and the role of the project management office in the OTE system. The main types of project management offices at universities and their functions and tasks are described. Common elements of successful project management offices from around the world are highlighted based on a global study conducted by the Project Management Institute (PMI) together with PricewaterhouseCoopers (PwC) in 2021. The advantages and disadvantages of creating a single system of several project offices of different orientation and a single project management office at the university are discussed. Based on the information from the scientific literature and the conducted research, the authors conclude that in order to use all the advantages of the project office in full, it is necessary to create one project office in OTE. However, the authors also claim the need for further research to assess the feasibility of the practical implementation of their proposed solution.

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Dissertations / Theses on the topic "Office management"

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Majer, Luděk. "Implementace Project Management Office." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224686.

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The diploma thesis consist of an overal view of the issue of project management and project management office topics. Also its functions and its place in an organization structure. In the first part (the theoretical part) of this work is defined the term project management and project management office. Basic functions and models are described. Next part is contains the analysis of the current state of project management in this company. The aim of this thesis is to suggest each stage of implementation of the project management office and its functions.

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Malegová, Emília. "Implementation of Project Management office." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-124934.

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The goal of my thesis is to describe Project management office, its functions; a structure and its place in an organization as well as assumptions for its right implementation in an orgnanization. A first and a second section of the thesis introduce project management and project management office as such. Basic functions and models are described. A third section deals with each stages of implementatation of the office with a particular focus on main analysis and documents. Trends in implementation of the office, main challenges and variables influencing project management office performance are described in fourth section. The informantion was assembled based on studies carried out in the last 7 years. The last section consists of research, analysis and documentation for the first stage of implementation process designed for a specific organization which is the main outcome of the thesis.

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Lloyd, Bruce. "The future of offices and office work : and the implications for organisational strategy." Thesis, London South Bank University, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.245089.

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Alfadhl, Seiam S. "Designing the management systems for offices." Thesis, Loughborough University, 2011. https://dspace.lboro.ac.uk/2134/8500.

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An initial review of literature concerned with commercial and industrial office design indicated the need to research and develop a method for the design of the management systems of offices with the purpose of improving the operational effectiveness and alignment to strategy. In particular the literature review indicated that the application of lean methods, in non-manufacturing areas is comparatively rare. A critical review of the literature identified that Value Stream Mapping has been used to map mechanistic task activities, however, a need was identified for a new generation of Value Stream Mapping to map mixed mechanistic and organic task activities. To complement the literature survey and discover if there were significant variables (e.g. task uncertainty, interdependence, task complexity, mechanistic / organic structures, risk, task analysability etc) influencing office design, pilot studies were carried out in a mechanistic and organic office. Several additional variables were identified. From the pilot studies combined with the literature review a conceptual model was formulated which provides guidelines for managers enabling them to design the management systems fully taking all the variables into account. The conceptual model was then tested using a multiple case study design of two small consulting type offices that exhibited mixed mechanistic and organic characteristics. This resulted in an improved version of the model which was then further validated. This validation based upon the opinions of office managers focused mainly on identifying the practical usefulness of the model from an industrial perspective. Following the validation a final form of the model has been proposed in this research. It remains for future researchers to fully test the model by applying it in a wider range of offices. This study makes an explicit contribution to the redesign of offices as well as the utilisation of Value Stream Mapping to the mechanistic and the organic task activities within commercial and industrial offices.

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Morgan, Reece D. "An intranet for the Systems Management Curricular Office." Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1997. http://handle.dtic.mil/100.2/ADA340442.

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Thesis (M.S. in Information Technology Management) Naval Postgraduate School, September 1997.<br>"September 1997." Thesis advisor(s): Suresh Sridhar, George Zolla. Includes bibliographical references (p. 93-95). Also available online.

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Foley, Mary, Laura Nicholson, and LMB Associates. "Office of Naval Research Total Force Manpower Management." Thesis, Monterey, California. Naval Postgraduate School, 2011. http://hdl.handle.net/10945/7063.

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EMBA Project Report<br>EXECUTIVE SUMMARY: As the Office of Naval Research continues to face external pressures to increase efficiency and reduce the size of its total workforce, the Command needs a more formalized, coordinated, proactive manpower management effort to effectively leverage its resources. This project compares internal, external and academic perspectives on total force manpower management to facilitate the development of a recommended Total Force Manpower Management construct. The research team identified five key needs from the internal interviews and developed a set of recommendations that, once implemented, will enable ONR to more strategically manage its total workforce. Key Need Recommendation ONR needs a centralized Total Force Manpower structure. Amend the ONR organization chart to create an Office of Manpower Management (OMM) reporting to the Talent Manager. ONR needs a current, reconciled total force database. Expand the data collected during the Zero Based Review to establish and maintain a Position Management Database (PMD) that can be reconciled with existing systems of record and feed the Intelligent Workbook. ONR needs a more strategic focus on Total Force Manpower. Expand the functions of the existing Talent Management Board (TMB) to provide policy guidance for total force manpower issues and coordinate with leadership to issue a Total Force Manpower Strategic Plan. ONR needs to maintain and improve the effective control elements of the current construct. Expand the Personnel Management Plan to include multi-year targets for all workforce types (total force). ONR needs to more formally leverage manpower expertise across the Command to ensure alignment, visibility, and communication. Establish a Position Management Board (PMB) to formalize the interactions between ONR’s total force subject matter experts and to provide a more defined review process for total force personnel decisions. The recommendations, summarized in Appendix A, propose alterations to ONR structures, processes, and data management tools. Implemented independently, any of the proposed recommendations can move ONR incrementally toward the desired end-state. Implemented together, these recommendations provide an integrated approach to manpower management that will allow the Command to more strategically align its human capital resources with the accomplishment of its mission.

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Simpson, Edward. "Assessment of facilities management performance." Thesis, University of Salford, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.341317.

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Murphy, Brendan Joseph. "Multimedia services in a distributed office." Thesis, Loughborough University, 1990. https://dspace.lboro.ac.uk/2134/13977.

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This thesis is concerned with the provision of multimedia services (involving voice, video, text and graphics) in an office environment. The office of the future is expected to comprise a heterogeneous collection of workstations and multimedia components (including fileservers, voice and video codecs, document scanners, laser printers, etc) interlinked by a high speed (digital) local area network. Every office is likely to have one or more connections to a public Integrated Services Digital Network (ISDN) providing integrated access (involving various types of traffic) to a very large number of subscribers. This thesis considers general issues relating to the design of such an office. Particular attention is given to the problem of the integration of media both at the network and user levels. Much of this discussion draws on practical experience gained during the Alvey Unison Project in which experimental multimedia offices were interconnected using a pilot ISDN. The architecture of the Unison network is discussed with particular reference to its suitability for the support of multimedia services. The bulk of this thesis is devoted to a description of the design and implementation of a number of prototype multimedia applications, and to an evaluation of their performance over the network. The handling of slow-scan video and high resolution images have been particular areas 01 interest. Much emphasis is placed on the problem of control in a distributed environment, and a model is presented for the management of control based on the use of a directory-like service. This model also provides a mechanism for locating an office service based on the name of the user to whom it belongs.

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Barzenji, Swara, and Henrik Andersson. "Kunskap och lärande mellan projekt : Project Knowledge Management Office." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-35443.

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I dagens kunskapsintensiva verksamheter finns det ett växande behov av att ta tillvara, sprida och skapa kunskap och lärande mellan projekt. Samtidigt har det blivit vanligare att verksamheten bedrivs i projektform, där arbetet sker i tidsgränsade projekt mot uppställda mål. Traditionellt sätt har projekt betraktats som engångsföreteelse som inte kommer att upprepas. Enligt den tanken finns ingen eller litet möjlighet till kunskapsspridning och lärande mellan projekten. Idag ses arbetet med kunskap och lärande mellan projekt som en möjlighet och även som en förutsättning för att verksamheten ska överleva på en alltmer konkurrensutsatt marknad. Detta konstaterande leder till uppsatsens syfte vilket är att beskriva kunskap och lärande mellan projekt och att emballera samt distribuera den vidare till framtida projekt. Empirin bygger på kvalitativa intervjuer hos sex projektverksamheter som utförts för att få en helhetsbild av verkligheten. Empirin tillsammans med teori och litteraturstudier är underlag till uppsatsens analys, där en funktion för kunskap och lärande mellan projekt diskuteras. I analysen beskrivs varför det behövs en funktion och hur den påverkar ledningen, projekten och verksamheten som helhet. Slutsatsen presenterar ett projektkontor som riktar sig mot kunskap och lärande mellan projekt för användning i medelstora projektverksamheter. Projektkontoret är en central opartisk enhet mellan projekt och ledning. Medarbetarna i projektkontoret medverkar vid projektens tollgates, beslutspunkterna under projektets livscykel samt utför en projektutvärdering vid projektets avslutning. Projektkontoret ska dokumentera information och kunskap som ska användas i andra pågående eller i framtida projekt. Uppsatsen avslutas med en diskussion om rekommendationer och implementering i en projektverksamhet samt författarnas reflektioner.<br>In today's knowledge-intensive companies, there is a growing need to utilize, disseminate and create knowledge and learning between projects. Meanwhile, it has become common for companies to work in project basis, where the work is done in projects with time limits and against objectives. Traditionally projects have been considered as one-off exercise that will not be repeated. With that reflection there is no or little opportunity for knowledge sharing and learning between projects. Today the knowledge and learning between project works as an opportunity and also as a prerequisite for companies to survive in an increasingly competitive market. This finding leads to the thesis purpose, which is to collect the knowledge and learning between projects and to distribute it to future projects. Empirical data based on qualitative interviews with six project companies was carried out to obtain a view of reality. The empirical data together with theory and literary studies is the basis for the thesis’s analysis, in which a function of knowledge and learning between projects are discussed. It describes the need of a function and how it affects management, projects and the company as whole. The conclusion presents a project office that is aimed to handle knowledge and learning between projects for use in medium-sized project companies. Project office should be a central impartial unit between project and management. Employees in the project office are involved in the projects' tollgates, the decision points during the projects’ life cycle and performing a project evaluation at the end of the project. The project office will document the information and knowledge to be used in other contemporary future projects. The thesis concludes with a discussion of recommendations and implementation of a project office and the writer’s reflections.

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Seromo, M. "Academic excellence office in the faculty of management sciences." Tshwane University of Technology, 2013. http://encore.tut.ac.za/iii/cpro/DigitalItemViewPage.external?sp=1001653.

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Introduction In 2010, the Faculty of Management Sciences identified some of the root causes of student high failure rate as: students under preparedness, wrong career choice, lack of academic support, unexpected subjects such as accounting and statistics, written and oral communication and the different teaching and learning style. Underachieving students spend more unduly years in the system, they fail, repeat subjects and dropout causing concern for the university, faculty, and the government. In view of these facts the declining faculty performance and high student failure rate in the faculty of Management Sciences created a serious challenge that needed immediate academic interventions.

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Books on the topic "Office management"

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Bykova, Tat'yana, Larisa Vyalova, and Yuliya Kukarina. Office management. INFRA-M Academic Publishing LLC., 2020. http://dx.doi.org/10.12737/1014190.

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The textbook reflects the main stages of the formation and development of the domestic system of office management. The article describes the current legislative and regulatory legal acts of the Russian Federation that regulate modern standards of working with documents. The modern requirements to registration of documents are considered; problems of creation and activity of office management service are stated; the description of the main technological operations of documentation support of management is given. Prepared in accordance with the requirements of the Federal state educational standards of higher education of the latest generation. For students of higher education institutions studying in the field of " documentation and archival studies "(bachelor's degree level).

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C, Denyer J. Office management. 5th ed. Macdonald & Evans, 1989.

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Zens, Rolf Dieter. Office Management Basiswissen. Gabler Verlag, 1993. http://dx.doi.org/10.1007/978-3-322-98571-2.

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Campiolo, Márcia R. F. Medical Office Management. Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-13887-9.

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1924-, Kallaus Norman Francis, Burnham Kent, Ruprecht Mary M, and Kallaus Norman Francis 1924-, eds. Administrative office management. South-Western Educational Pub., 1996.

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Lewis, Keeling B., ed. Administrative office management. South-Western Publishing Co., 1992.

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Mills, Geoffrey. Modern office management. 7th ed. Pitman, 1986.

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Kallaus, Norman Francis. Administrative office management. 9th ed. South-Western Pub. Co., 1987.

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Dietz, Ellen Roberta. Dental office management. Delmar, 2000.

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Fischer, John Paul. Law office management. Advanced Legal Education, 1985.

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Book chapters on the topic "Office management"

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Eyre, E. C. "Management." In Office Administration. Macmillan Education UK, 1989. http://dx.doi.org/10.1007/978-1-349-19877-1_2.

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Eyre, E. C. "Risk Management." In Office Administration. Macmillan Education UK, 1989. http://dx.doi.org/10.1007/978-1-349-19877-1_27.

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Strasser, Clarissa. "Agiles Office Management." In Chefsache Assistenz. Springer Fachmedien Wiesbaden, 2018. http://dx.doi.org/10.1007/978-3-658-23490-4_13.

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Nathan, William Tierney. "Value Management Office." In Value Management in Healthcare. Productivity Press, 2017. http://dx.doi.org/10.1201/9781315102245-4.

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Cuevas, Javier Marcos, Bill Donaldson, and Régis Lemmens. "Longfellow Office Supplies." In Sales Management. Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-35512-6_17.

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Furnham, Adrian. "Office politics." In Head & Heart Management. Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230598317_44.

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Croitoru, Haniel. "Agile Project Management." In Agile Office 365. Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-4081-6_2.

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Dolan, James R., and Michael D. Moen. "Management of the Abnormal Pap Smear." In Office Gynecology. Springer New York, 1993. http://dx.doi.org/10.1007/978-1-4612-4340-3_2.

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Barry, Michael J., and Claus Roehrborn. "Medical Management of Benign Prostatic Obstruction." In Office Urology. Humana Press, 2001. http://dx.doi.org/10.1007/978-1-59259-010-0_18.

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Covec, Kirsten J. "Office Preparedness." In Nursing Management of Pediatric Disaster. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-43428-1_16.

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Conference papers on the topic "Office management"

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Lawson, Patricia D. "Research management office." In Space technology and applications international forum: 1st conference on commercial development of space; 1st conference on next generation launch systems; 2nd spacecraft thermal control symposium; 13th symposium on space nuclear power and propulsion. AIP, 1996. http://dx.doi.org/10.1063/1.50019.

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Abdallah, Firas, Shadi Khawandi, and Anis Ismail. "Advocate Office Management System." In 2019 3rd International Conference on Computing and Communications Technologies (ICCCT). IEEE, 2019. http://dx.doi.org/10.1109/iccct2.2019.8824994.

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Adenekan, T. E., and C. Omoye Idiake. "Office Management in the COVID-19 Era 1Adenekan, T." In 27th iSTEAMS-ACity-IEEE International Conference. Society for Multidisciplinary and Advanced Research Techniques - Creative Research Publishers, 2021. http://dx.doi.org/10.22624/aims/isteams-2021/v27p28.

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By the time the World Health Organization ("WHO") upgraded the status of the novel Coronavirus Disease (officially known as COVID-19) outbreak from an epidemic to a global pandemic on 11th March, 2020, the virus had already travelled beyond Wuhan, China, its point of original outbreak in December 2019 and crossed international borders. Given the rapid rate of infection and increasing number of deaths in the wake of the unprecedented spread of the virus, various emergency measures were urgently deployed by local, state, national and multilateral authorities to contain the outbreak. Besides being a public health crisis, COVID-19 continues to trigger severe social and economic consequences for individuals, corporates and governments across the world. Specifically, offices were closed for several months, during this period, the office management took another dimension whereby offices are operated on-line and virtually. This paper analyses the key socio-economic consequences of COVID-19 on office Management, and measures taken by Office managers for mitigating its effect on the operations of organizations. Keywords: Office Management, COVID-19 era, Organizations.

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Stanworth, C. "Telework and human resource management." In IEE Colloquium on The Home as an Office. IEE, 1996. http://dx.doi.org/10.1049/ic:19960270.

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Newman, Todd. "Driving color management into the office." In Electronic Imaging 2007. SPIE, 2007. http://dx.doi.org/10.1117/12.705980.

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Haj Hamad, Ruba Mohammad, and Mustafa Al Fayoumi. "Scalable Agile Transformation Process (SATP) to Convert Waterfall Project Management Office into Agile Project Management Office." In 2018 International Arab Conference on Information Technology (ACIT). IEEE, 2018. http://dx.doi.org/10.1109/acit.2018.8672701.

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Nagy, Mária Roberta, and Anna Dunay. "Employee satisfaction in open office environment." In 12th International Conference on Management 2023. The Publishing Office of Czestochowa University of Technology, 2023. http://dx.doi.org/10.17512/cut/9788371939563/30.

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Zybarev, Yurii, and Sergey Kratov. "The Project Office for Bioresource Collections Management." In 2019 International Multi-Conference on Engineering, Computer and Information Sciences (SIBIRCON). IEEE, 2019. http://dx.doi.org/10.1109/sibircon48586.2019.8958441.

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Balanuta, Artur, Ricardo Lopes Pereira, and Carlos Santos Silva. "PerOMAS: Personal Office Management and Automation System." In 2015 International Conference on Distributed Computing in Sensor Systems (DCOSS). IEEE, 2015. http://dx.doi.org/10.1109/dcoss.2015.30.

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Shoso, Yamato, Jinnosuke Nakamura, and Toshihisa Honma. "Project Management Office Action Model Using AHP." In The International Symposium on the Analytic Hierarchy Process. Creative Decisions Foundation, 2009. http://dx.doi.org/10.13033/isahp.y2009.072.

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Reports on the topic "Office management"

1

Moore, Tanya, Joan Reyes, Stephanie Carpenter, et al. Pajarito Corridor Office Space Management Tool. Office of Scientific and Technical Information (OSTI), 2023. http://dx.doi.org/10.2172/1961353.

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Mount, Richard P. The Office of Science Data-Management Challenge. Office of Scientific and Technical Information (OSTI), 2005. http://dx.doi.org/10.2172/878079.

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DEFENSE LOGISTICS AGENCY ALEXANDRIA VA. Total Quality Management Plan: Office of Congressional Affairs. Defense Technical Information Center, 1989. http://dx.doi.org/10.21236/ada212866.

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DEFENSE LOGISTICS AGENCY ALEXANDRIA VA. Total Quality Management Plan: Office of Public Affairs. Defense Technical Information Center, 1989. http://dx.doi.org/10.21236/ada212868.

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DEFENSE LOGISTICS AGENCY FORT BELVOIR VA. Office of Command Security Total Quality Management Plan. Defense Technical Information Center, 1989. http://dx.doi.org/10.21236/ada212906.

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DEFENSE LOGISTICS AGENCY FORT BELVOIR VA. Office of General Counsel Total Quality Management Plan. Defense Technical Information Center, 1989. http://dx.doi.org/10.21236/ada212907.

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Cort, G., S. Donahue, J. Frank, B. Perkins, and J. Wrye. Grading standards, prepared by the Configuration Management Office. Office of Scientific and Technical Information (OSTI), 1994. http://dx.doi.org/10.2172/10117311.

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Weaver, Bernardo, Juan Gabriel Ronderos, and Maristella Aldana. Office of Institutional Integrity and Sanctions System: Annual Report 2014. Inter-American Development Bank, 2015. http://dx.doi.org/10.18235/0005862.

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This Annual Report reflects the work of the Office of Institutional Integrity (OII), the Case Officer (CO) and the Sanctions Committee (SNC), which are primarily responsible for overseeing the management of integrity risk at the IDB Group.

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Profeta, Laura, Juan Gabriel Ronderos, and Edson Mori. Office of Institutional Integrity and Sanctions System: Annual Report 2021. Inter-American Development Bank, 2022. http://dx.doi.org/10.18235/0004444.

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Abstract:

This Annual Report reflects the work of the Office of Institutional Integrity (OII), the Sanctions Officer (SO) and the Sanctions Committee (SNC), which together are responsible for overseeing the management of integrity risk at the Inter-American Development Bank (IDB) Group.

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DEFENSE LOGISTICS AGENCY FORT BELVOIR VA. Total Quality Management Office for Contracting Integrity Implementation Plan. Defense Technical Information Center, 1989. http://dx.doi.org/10.21236/ada212914.

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