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Journal articles on the topic 'Office management'

Author: Grafiati
Published: 4 June 2021
Last updated: 31 July 2024

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1

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

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2

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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3

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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4

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

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5

Curtis, Myra. "American Office Management." Public Administration 10, no. 2 (April 3, 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 (March 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 (August 7, 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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8

Falah, TR Fahsul, MH Jamil, EB Demmalino, A. Arsal, Lilik Sulistyowati, R. Lisye Herlina, and Yenita Sandra Sari. "Waste Disposal Efforts and Policies in BPSDM Kemendagri Jakarta." Jurnal Teknologi Lingkungan Lahan Basah 12, no. 1 (January 15, 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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9

Şendikici, Pınar. "Process Management and One Example Service Sector." International Journal of Advanced Natural Sciences and Engineering Researches 7, no. 6 (July 25, 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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10

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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11

Laudon, Dennis A. "Management of Office Emergencies." Mayo Clinic Proceedings 74, no. 11 (November 1999): 1186. http://dx.doi.org/10.4065/74.11.1186.

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12

Carden, Lila Lenora, and Carol Brace. "Project Management Office (PMO)." International Journal of Information Technology Project Management 13, no. 1 (January 2022): 1–13. http://dx.doi.org/10.4018/ijitpm.290419.

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A Project Management Office (PMO) is one entity that can be used to deliver products and services to internal and external customers by using projects and project management tools and techniques. This study aims to provide an account of how to use a project to make recommendations about how to implement a Project Management Office (PMO). A case study example is used to demonstrate how an IT international company used the OPM3 (Organizational Project Management Maturity Model) approach to: (a) acquire knowledge; (b) perform assessment; and (c) managing improvements. The authors include a discussion about specific PMO implementation steps as compared to the challenges from previous implementations and thoughts about how the PMO after implementation provides value to the organization as well as value to the project human resources. Finally, the authors conclude the paper with thoughts related to the contributions of this study and the associated limitations and applicability to other implementations.
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13

Hensrud, Donald D. "Office Management of Obesity." Mayo Clinic Proceedings 79, no. 7 (July 2004): 962. http://dx.doi.org/10.4065/79.7.957-d.

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14

Collins, Sharon K. "Office Management of Insurance." Perspectives on Fluency and Fluency Disorders 13, no. 1 (September 2003): 19–20. http://dx.doi.org/10.1044/ffd13.1.19.

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15

Qureshi, Waqar A. "Office Management of Hemorrhoids." American Journal of Gastroenterology 113, no. 6 (June 2018): 795–98. http://dx.doi.org/10.1038/s41395-018-0020-0.

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16

Desmond, Celia. "The project management office." IEEE Engineering Management Review 42, no. 1 (March 2014): 12. http://dx.doi.org/10.1109/emr.2014.2300272.

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17

Zempsky, William T., and Neil L. Schechter. "OFFICE-BASED PAIN MANAGEMENT." Pediatric Clinics of North America 47, no. 3 (June 2000): 601–15. http://dx.doi.org/10.1016/s0031-3955(05)70228-5.

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18

Goldenberg, Don L. "Office management of fibromyalgia." Rheumatic Disease Clinics of North America 28, no. 2 (May 2002): 437–46. http://dx.doi.org/10.1016/s0889-857x(01)00008-4.

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19

Resnick, Martin I. "Office Management and Procedures." Urologic Clinics of North America 32, no. 3 (August 2005): xi. http://dx.doi.org/10.1016/j.ucl.2005.04.001.

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Gee, William F. "Office Management and Procedures." Urologic Clinics of North America 32, no. 3 (August 2005): xiii. http://dx.doi.org/10.1016/j.ucl.2005.04.005.

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21

De, Shubha, Manoj Monga, and Bodo Knudsen. "Office-Based Stone Management." Urologic Clinics of North America 40, no. 4 (November 2013): 481–95. http://dx.doi.org/10.1016/j.ucl.2013.07.007.

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22

Hemphill, Robin R. "Management of Office Emergencies." Annals of Emergency Medicine 35, no. 1 (January 2000): 108–9. http://dx.doi.org/10.1016/s0196-0644(00)70127-2.

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23

Shah, M. D. "Childhood asthma-office management." Indian Journal of Pediatrics 63, no. 1 (January 1996): 37–44. http://dx.doi.org/10.1007/bf02823863.

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24

Williams, Seleda. "Office Management of Obesity." American Journal of Clinical Nutrition 80, no. 3 (September 1, 2004): 794. http://dx.doi.org/10.1093/ajcn/80.3.794.

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25

Altizer, Linda. "Office Nursing Case Management." Orthopaedic Nursing 16, Supplement (March 1997): 13???16. http://dx.doi.org/10.1097/00006416-199703000-00004.

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26

Chisdak, Michael W. "Office Management of Asthma." Guthrie Journal 62, no. 1 (January 1993): 3–8. http://dx.doi.org/10.3138/guthrie.62.1.003.

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27

Oswald, Rebecca. "Automated office systems management." Information Processing & Management 22, no. 1 (January 1986): 65–66. http://dx.doi.org/10.1016/0306-4573(86)90016-6.

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28

Ye, Dong Fen, Wei Fan, and Lin Jing Lin. "Analysis and Design of Data Management Information System for the Enterprise of Wooden Door." Key Engineering Materials 480-481 (June 2011): 800–804. http://dx.doi.org/10.4028/www.scientific.net/kem.480-481.800.

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In some companies, there are a lot of data exchange between head office and branch offices. Based on the situation and the actual requirements of a wooden door enterprise, a data management information system is researched and designed for the enterprise, which adopts B/S and C/S combined architecture as well as is developed on .net platform of Microsoft. The head office can monitor purchase, inventory and sales of products in branch offices in real time through the system to improve the efficiency of information management and to achieve the supervision with paperless office. It is of practical significance for the promotion of internal data management system of enterprise.
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29

Yudiastuti, Helda, and Irwansyah Irwansyah. "PERANCANGAN KNOWLEDGE MANAGEMENT SYSTEM PADA KANTOR DINAS PENDIDIKAN PEMDA OGAN ILIR." Jurnal Ilmiah Matrik 20, no. 3 (January 10, 2019): 234–46. http://dx.doi.org/10.33557/jurnalmatrik.v20i3.471.

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Local government education offices Ogan Ilir is the government agency that is engaged in education. Local government education offices Ogan Ilir Inventory goods are now using Information Systems, but has not used a special program to summarize all the information. Given the high level of knowledge of data loss due to mutation and retired employees, the education office there is no one system that can organize, collect, document and knowledge transfer data into information. This situation raises awareness of the importance of the application of process knowledge system (Knowledge Management Sytem). Expected to facilitate the Education Office in processing the inventory of goods, knowledge-coordinated and well-organized. Based on the description above, the authors conducted a study with the title "Designing Knowledge Management Systems In Local Government Education Office Ogan Ilir”.
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30

Freitas, Rodrigo de Castro, and Maria do Carmo Duarte Freitas. "Information management in lean office deployment contexts." International Journal of Lean Six Sigma 11, no. 6 (March 27, 2020): 1175–206. http://dx.doi.org/10.1108/ijlss-10-2019-0105.

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Purpose Lean office covers the improvement of administrative processes and information flows. In offices, one of the essential challenges is to coordinate the development of information management capabilities. Thus, this paper aims to identify the key factors of information management in lean office deployment contexts. Design/methodology/approach By adopting a qualitative approach, it consists of theoretical research that applies grounded theory's coding technique and exploits 27 scientific studies on lean office published in the past 20 years. Findings It identifies five key factors for managing information into an organizational structure that optimizes information flow, such as “information-seeking,” “access to information,” “information quality,” “information processing” and “use of information and communication technology”. Research limitations/implications Data analysis was restricted in scientific research regarding lean office deployment. Therefore, the accuracy of the concepts and categories of information management proposed in this paper can be adjusted and validated in future research, thus deepening the discussion of its findings. Practical implications It highlights issues for managing information in contemporary organizations such as failures in information retrieval, restrictions on access to information, lack of quality information, inadequate information processing criteria and inefficiency of information systems infrastructure. Originality/value It analyzes the lean office deployment from the theoretical framework of information management. Thus, it differs from other studies in this field because it is not limited to the operational aspects of lean management. Nevertheless, it shows that lean office reconfigures information flows and continually improves organizations’ strategic management.
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31

Katunina, I. V. "Configuring the project management office: case of an innovation industrial company." Strategic decisions and risk management, no. 1 (May 25, 2018): 58–63. http://dx.doi.org/10.17747/2078-8886-2018-1-58-63.

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Project management development in various industries and spheres of activity has caused a variety of forms and functions of project management offices. This has caused the need to develop an approach to the configuration of the office of a company. The research object – an innovative industrial company – predetermined the need to form a project management office as a center of management consulting. The study was carried out on the basis of the case-study methodology, which combined the documents analysis, assessment of the project management maturity and survey methods.It proposes and approves the approach to designing the project office configuration based on the assessment of the level of organizational and technological project management maturity. The in-depth study of the industrial innovation company made it possible to disclose the main components and connections in the system «innovation – project management (project office) – consulting». As a result, the set of functions of the project management office is determined, and in particular, the content of the consultancy function in the process of the current activity within the innovative industrial company (process consulting).
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32

Noubissie Tientcheu, Simplice Igor, Shyama P. Chowdhury, and Thomas O. Olwal. "Intelligent Energy Management Strategy for Automated Office Buildings." Energies 12, no. 22 (November 13, 2019): 4326. http://dx.doi.org/10.3390/en12224326.

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The increasing demand to reduce the high consumption of end-use energy in office buildings framed the objective of this work, which was to design an intelligent system management that could be utilized to minimize office buildings’ energy consumption from the national electricity grid. Heating, Ventilation and Air Conditioning (HVAC) and lighting are the two main consumers of electricity in office buildings. Advanced automation and control systems for buildings and their components have been developed by researchers to achieve low energy consumption in office buildings without considering integrating the load consumed and the Photovoltaic system (PV) input to the controller. This study investigated the use of PV to power the HVAC and lighting equipped with a suitable control strategy to improve energy saving within a building, especially in office buildings where there are reports of high misuse of electricity. The intelligent system was modelled using occupant activities, weather condition changes, load consumed and PV energy changes, as input to the control system of lighting and HVAC. The model was verified and tested using specialized simulation tools (Simulink®) and was subsequently used to investigate the impact of an integrated system on energy consumption, based on three scenarios. In addition, the direct impact on reduced energy cost was also analysed. The first scenario was tested in simulation of four offices building in a civil building in South Africa of a single occupant’s activities, weather conditions, temperature and the simulation resulted in savings of HVAC energy and lighting energy of 13% and 29%, respectively. In the second scenario, the four offices were tested in simulation due to the loads’ management plus temperature and occupancy and it resulted in a saving of 20% of HVAC energy and 29% of lighting electrical energy. The third scenario, which tested integrating PV energy (thus, the approach utilized) with the above-mentioned scenarios, resulted in, respectively, 64% and 73% of HVAC energy and lighting electrical energy saved. This saving was greater than that of the first two scenarios. The results of the system developed demonstrated that the loads’ control and the PV integration combined with the occupancy, weather and temperature control, could lead to a significant saving of energy within office buildings.
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Pfano, Mashau, and Andrisha Beharry. "The effect of modern office technology on management performance: Durban Westville." Problems and Perspectives in Management 14, no. 2 (June 13, 2016): 376–84. http://dx.doi.org/10.21511/ppm.14(2-2).2016.13.

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It is difficult to think of a situation where businesses can do well without the use of modern office technology, in particular, items like computers and telephones. It is extremely difficult to determine if businesses depend on technology or if technology creates business opportunities. Modern office technology is correlated with positive change in management performance. Using a quantitative approach, 67 questionnaires were sent to middle and upper-level business managers in Durban, KwaZulu-Natal. Modern office technology makes significant difference in a workplace. Office technologies enhance performance and this can only be seen if the office is equipped with relevant and needed technologies. There is a strong correlation between the right use of office technologies and positive change in management performance. It is recommended that office managers still procure modern office technology to increase performance. The challenge is to harness this newly emerging technology for the benefit of the business. This study concludes that technological advancement has a positive effect on our quality of life and the way we do business, and this trend is expected to keep escalating
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34

Paoki, Rouna. "Records Management: A Case Study in Business Office of Universitas Klabat." Abstract Proceedings International Scholars Conference 6, no. 1 (August 13, 2019): 204. http://dx.doi.org/10.35974/isc.v6i1.1290.

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The purpose of this research was to identify the records management and to determine the challenges in records management at the business office of Universitas Klabat. This case study utilized five employees from the business office of Universitas Klabat. The data collection techniques used were observation and interview using Miles and Hubberman model. The observation showed that the business office has applied the filing system; however, the staff lacked the skills in manipulating the filing system. Therefore, the filing system was not in accordance to the correct filing standards. This study implied that each employee needs more knowledge in records management. Aside from the employees, it is recommended that the office secretaries participate in records management training. Further, the records facilities should be improved to support the records management in the offices. Lastly, a clear procedure in records management should be developed and implemented.
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35

McWhorter, John E. "Office Management of Rheumatic Disease." Orthopedic Clinics of North America 19, no. 4 (October 1988): 867–75. http://dx.doi.org/10.1016/s0030-5898(20)31601-1.

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36

Guarderas, Juan C. "Rhinitis and Sinusitis: Office Management." Mayo Clinic Proceedings 71, no. 9 (September 1996): 882–88. http://dx.doi.org/10.4065/71.9.882.

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Magrina, Javier F., and Jeffrey L. Cornella. "Office Management of Ovarian Cysts." Mayo Clinic Proceedings 72, no. 7 (July 1997): 653–56. http://dx.doi.org/10.4065/72.7.653.

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Gutierrez, Greg. "Office Management of Scaphoid Fractures." Physician and Sportsmedicine 24, no. 8 (August 1996): 60–70. http://dx.doi.org/10.3810/psm.1996.08.1379.

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Bibhuti B Pradhan, Bibhuti B. Pradhan. "Management of Inn Front Office." International Journal of Mechanical and Production Engineering Research and Development 10, no. 3 (2020): 9549–56. http://dx.doi.org/10.24247/ijmperdjun2020909.

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Doumit, Mounir. "Quality management - Dental office applications." Indian Journal of Dental Research 28, no. 6 (2017): 593. http://dx.doi.org/10.4103/ijdr.ijdr_237_17.

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Wood, David P., Marilyn Spencer, Barbara J. Hocevar, James E. Montie, and Robert Kay. "Office Management of Urinary Stomas." Urologic Clinics of North America 15, no. 4 (November 1988): 753–67. http://dx.doi.org/10.1016/s0094-0143(21)01790-0.

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Song, Yohan, and David H. Jung. "Office-based management of cholesteatoma." Operative Techniques in Otolaryngology-Head and Neck Surgery 32, no. 2 (June 2021): 127–29. http://dx.doi.org/10.1016/j.otot.2021.05.011.

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HAYASHI, Takeshi. "Stress Management for Office Workers." SANGYO EISEIGAKU ZASSHI 44, no. 5 (2002): 175–79. http://dx.doi.org/10.1539/sangyoeisei.kj00001991833.

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Silberstein, Stephen D. "Office management of benign headache." Postgraduate Medicine 93, no. 1 (January 1993): 223–40. http://dx.doi.org/10.1080/00325481.1993.11701586.

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Karaa, Fadi A., All Touran, Robert L. Meserve, and Guillermo Escobar. "Operations Management in Engineering Office." Journal of Management in Engineering 5, no. 4 (January 1989): 400–416. http://dx.doi.org/10.1061/(asce)9742-597x(1989)5:4(400).

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Opelka, Frank G. "Office Financial Evaluation and Management." Clinics in Colon and Rectal Surgery 18, no. 04 (November 2005): 271–78. http://dx.doi.org/10.1055/s-2005-922851.

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Avner, Jeffrey R., Sandra Cunningham, David Doreman, Mary Metrou, and Ellen F. Crain. "Office Management of Neurologic Emergencies." Pediatric Annals 19, no. 11 (November 1, 1990): 649–58. http://dx.doi.org/10.3928/0090-4481-19901101-08.

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Agarwal, Bhaskar, SaumyendraVikram Singh, Sumit Bhansali, and Srishti Agarwal. "Waste management in dental office." Indian Journal of Community Medicine 37, no. 3 (2012): 201. http://dx.doi.org/10.4103/0970-0218.99934.

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&NA;, &NA;. "ASPRS OFFICE AND PRACTICE MANAGEMENT." Plastic and Reconstructive Surgery 88, no. 3 (September 1991): 558. http://dx.doi.org/10.1097/00006534-199109000-00097.

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Gutierrez, Greg. "Office Management of Scaphoid Fractures." Physician and Sportsmedicine 24, no. 8 (August 1996): 60–70. http://dx.doi.org/10.1080/00913847.1996.11948006.

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