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2Self-organisation in environmental service delivery is increasingly being promoted as an alternative to centralised service delivery. This article argues that self-organised environmental service delivery must be understood in the context of legal rules, especially environmental legislation. The article’s aim is twofold: first, to understand the changing relationship between the government and citizens in self-organised service delivery, and second, to explore how self-organised environmental service delivery complies with environmental quality requirements stipulated in legislation. The empirical study focuses on wastewater management in Oosterwold, the largest Dutch urban development that experimented with self-organisation. The results show that while individual wastewater management was prioritised and implemented at scale, the applicable legal rules were not adequately considered and integrated. Consequently, the experiment led to a deterioration of water quality. The article concludes that the success or failure of self-organisation in delivering environmental services such as wastewater management critically hinges on ensuring compliance with environmental legislation.
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The Centre of Research in Knowledge Organisations and Knowledge Management of Zuyd University has developed a knowledge management scan. The scan initiates from two models. The first model is based on the Value Based Knowledge Management approach (Tissen, Andriessen & Lekanne Deprez, 1998) and includes 6 basic abilities of a knowledge-intensive organisation that will enable the organisation to operate successfully in a knowledge based economy (.The second model, developed by Wierdsma and Swieringa (2002), categorises organisations according to their level of learning that is to say, how it develops a specific learning ability. Both models are briefly reviewed within this paper. This knowledge management scan is a tool that enables an organisation to assess the development of its six basic abilities. Once the organisation has a clear insight into its own abilities, it will be able to strengthen its overall learning ability and improve the organisations’ competitive position. Additionally we take a close look at our research approach for developing and implementing the knowledge management scan. The scan encompasses 15 statements per ability (90 statements in total). The complete scan will be assessed on a five-point scale by a representative group of selected employees and managers of an organization, supervised by a researcher/consultant. During the analysis of the results and the presentation of recommendations, specific attention is paid to those statements that achieve high and low scores respectively (invitation to implement improvement actions) and statements that have a relatively high spread across a broad range (differences of opinion or the statement is open to different interpretations). In particular we have examined how the knowledge management scan was put into practice in one of the departments of Zuyd University. After a short summary of the organisation's initial situation, we discuss subsequent steps taken during the assessment, analysis and the advisory process. This paragraph is followed by a concise summary of the results generated by the scan. Finally we offer the recommendations and subsequent steps to be taken to implement these advices in the near future.
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The space-organisation connection is a subject with which the facility management (FM) community has dealt with for a significant number of years. Perhaps the connection speaks for itself. In some cases the influence may be so self-evident that scientific evidence is unnecessary for human understanding.
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Background and aim ʹ Many countries signed the Paris Agreement to mitigate global average temperature rise. In this context, Dutch government decided to realize a reduction of 50% using resources and raw materials in 2030. This paper explores how practice-based research into facility operations can contribute to this aim. Methods / Methodology ʹ Practice-based research which includes direct observations, desk research, and participatory action research. Results ʹ This explorative research presents principles and suggestions for facility managers and procurement managers on how they can embed sustainable materials management in the organisation and how to take control of waste. The proposed suggestions are derived from practice-based research and presented as topics of attention for facility professionals. Originality ʹ Within education of Dutch universities of applied sciences and daily professional facility practices, the phenomenon of materials management is underexposed. To contribute to the national and international climate objectives, (future) facility professionals need better support to reduce waste. Bachelor students were involved throughout this research. This approach gave refreshing insights into waste at the end of the supply chain (control separation units) that can improve informed decisionmaking at the beginning of the supply chain. Practical or social implications ʹ Facility management professionals have an important role to play in the mitigation of global average temperature rise, because of their leading role in procurement, service operations, and materials management. However, they struggle to find sustainable solutions. This paper seeks to inspire professionals with interventions that have proven effectiveness on the reduction of waste. Type of paper ʹ Short research paper.
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Met de toenemende drukte in de stad neemt ook het autogebruik toe. Deze toename zorgt voor extra druk op de veiligheid en gezondheid voor mens en natuur. Om de negatieve impact van verkeer te mitigeren kan gekeken worden naar strengere eisen aan hinder en uitstoot. Met Smooth Traffic Management (STM) wordt gewerkt aan het verminderen van de negatieve verkeerseffecten rond ‘gevoelige locaties’ door bestuurders middels een navigatiesysteem een alternatieve, omgevingsbewuste route aan te bieden.
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To obtain insight into facilitating factors for case management in dementia care, we conducted a qualitative study with 13 online focus groups (OFGs). Participants were professionals involved in dementia case management (N = 99). We used mind-maps and the method of constant comparison for analysis. Participants perceived OFGs as a useful tool to explore their perspectives. The perceived advantage of OFGs was the flexibility and convenience of logging in at any time or place preferred. Five facilitating factors for case management were identified in the OFGs: 1. Good cooperation between partners; 2. Organisational embedding with an independent position of case managers; 3. Structural funding; 4. Competent case managers; 5. Familiarity with case management in the region. Good cooperation was essential for successful dementia case management and should thus be a primary concern for care providers.
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From the article: "Abstract Maintenance processes of Dutch housing associations are often still organized in a traditional manner. Contracts are based on lowest price instead of ‘best quality for lowest price’ considering users’ demands. Dutch housing associations acknowledge the need to improve their maintenance processes in order to lower maintenance cost, but are not sure how. In this research, this problem is addressed by investigating different supply chain partnering principles and the role of information management. The main question is “How can the organisation of maintenance processes of Dutch housing associations, in different supply chain partnering principles and the related information management, be improved?” The answer is sought through case study research."
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In the dynamic environment of increasing regulations, increasing patient demand, decentralization of budgets and enforcement of efficiency, small sized healthcare institutions in the Netherlands are having a difficult time. Although these service providers are usually capable of flexibly delivering healthcare, the investment and overhead for implementing and executing on required quality management standards like ISO 9001 is difficult. In this paper we construct a method for the implementation of an IT-enabled quality management system for small sized healthcare institutions, which is applied through case study. The case organisation provides intra- and extramural care for mentally handicapped persons and young adults with a psychiatric disorder. The quality management system implementation is based on 1) a lightweight IT infrastructure (based at a secure data centre and accessible through remote login) implying secure storage of patients' medical and personal information. Furthermore, the Deming (Deming, 1982) cycle enabled processes and protocols are 2) described in an e-handbook and prototyped via an open source process management system which supports the quality regulation demanded for providing care to patients. The case study supports the validity of our method and the fact that small sized healthcare institutions are able to execute their care while adhering to ISO 9001-like standards, with limited initial costs and relatively low cost of ownership
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Power is needed to get things done in organisations. But who should have this power? Traditionally, power is exerted by managers at the top of the organisational hierarchy. This has led to a strong focus on individual performance, a call for strong leaders showing heroic management. In this technical-practical paradigm, clients hire consultants to reduce uncertainty, longing for tools and instruments that deliver clear and immediate results. With increasing complexity of issues, and increasing interdependency of stakeholders, awareness is growing of the need for more distributed power, by involving stakeholders in strategic processes. But sharing power comes with a price. Uncertainty concerning both process and outcome increases, requiring clients to overcome the psychological barrier of putting their trust in an uncertain participative process and in the consultants they hire to facilitate this process. This article reflects on the nature of this psychological barrier and on the growing practice of leaders and consultants enabling shared leadership to discover new paths into an uncertain world.
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Sinds mensenheugenis is de mens op zoek naar wijsheid. We zijn op zoek naar ‘wijze’ ideeën over hoe om te gaan met de dagelijkse praktijk en voor antwoorden op vragen en beslissingen die we moeten nemen. De centrale vraag is: hoe kunnen we wijsheid als concept voor management en ondernemerschap toegankelijk maken? Wat is de relevantie van wijsheid voor managers en professionals die dagelijks met problemen, uitdagingen en onzekerheden moeten omgaan? In *Another State of Mind* gaan de auteurs terug naar de culturele geschiedenis waar ze antwoorden vinden op de vraag: hoe wijs te handelen in relatie tot de vraagstukken van deze tijd? De inzichten in dit boek bieden handvatten om zowel in het persoonlijke, professionele en organisatieleven waarde te creëren en betekenisvol te handelen. --- De oude Chinese filosofie kan een waardevolle bron van inspiratie zijn voor het hedendaagse management. Ideeën uit de confucianistische en taoïstische wijsheid bieden ons misschien niet meteen betere managementtechnieken of organisatiemodellen, maar ze helpen ons wel de grenzen te ontdekken van de managementtheorie en -praktijk, die geworteld zijn in westerse filosofische en ethische tradities, en ze verbreden onze kijk op management. Voor westerse lezers kan dit hoofdstuk een hulp zijn om ‘de mogelijkheid te overwegen dat er een andere valide benadering bestaat om naar de wereld te kijken, en dat deze kan dienen als een spiegel waarmee ze hun eigen overtuigingen en gedachtepatronen kunnen onderzoeken’, zoals Nisbett (2003, pp. xx–xxi) heeft gesuggereerd. De Chinese lezer, die waarschijnlijk bekend is met de ideeën die in dit hoofdstuk aan de orde komen, zou onze bijdrage kunnen zien als een aanmoediging om de relevantie van deze ideeën te herontdekken in een vakgebied dat, zelfs in China, wordt gedomineerd door westers, en met name Noord-Amerikaans, denken. *Voor toegang tot dit hoofdstuk is een licentie nodig.*
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