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Management

Credit Never Happened/Simulation

Gene Bellinger

Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious.

Derived from Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement by Repenning and Sterman.

An element of The Perspectives Project at Credit Never Happened at SystemsWiki.org

Perspective Management Performance Production Capability

  • 8 months 1 week ago

Story of phosphorus dynamics in a shallow lake

Graeme Doole

This story contains a conceptual model of phosphorus cycling in a dune-lake system in the Northland region of New Zealand. It is based on the concept of a stock and flow diagram. Each orange ellipse represents an input, while each blue box represents a stock. Each arrow represents a flow. A flow involves a loss from the stock at which it starts and an addition to the stock at which it ends.

Environment Lake Nutrient Cycling Management Leaching

  • 1 year 2 months ago

Story of nitrogen dynamics in a shallow lake

Graeme Doole

This story presents a conceptual model of nitrogen cycling in a dune-lake system in the Northland region of New Zealand. It is based on the concept of a stock and flow diagram. Each orange ellipse represents an input, while each blue box represents a stock. Each arrow represents a flow. A flow involves a loss from the stock at which it starts and an addition to the stock at which it ends.

Environment Lake Nutrient Cycling Management Leaching

  • 1 year 2 months ago

Competency Levels of Employees

Edward Rubio
This model intends to simulate employee competency levels over time. Factors affecting competency levels are:1. knowledge2. skills3. attitude4. training system5. new technologies or job requirements6. recruitment system7. economy8. Self-Development (Practice/No Practice)9. Attrition (Resignation/Retirement)

Employee Competency Level Management

  • 3 years 2 months ago

Leadership & Management: A Systemic Perspective

Gene Bellinger
In Leadership & Management: A Structural Perspective I offered some thoughts regarding what happens when typical management and leadership approaches are applied to a hierarchical organization structure. Having continued to consider the nature of these two activities I would now like to offer what I consider to be a systemic perspective. A perspective which differentiates the two based on the structures they foster rather than the particular activities they promote.​

Leadership Management Systemic Perspective

  • 2 years 8 months ago

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