The Global Educational Environment Within Global Management of Knowledge

The previous studies have outlined the major theoretical perspectives that have been developed within the global education of planning development. They have explored the application of these perspectives to the central substantive theme emerging from global educational analysis of planning organisation and behaviour, that is, the process of managerial control. This study focuses upon the global educational environment within global management of knowledge and substantive parameters set by the previous studies. It carries out this task in a number of respects. First, it reviews the various explanations that have been offered for the historical development of modern planning--both as a unique organisational form and as a distinctive educational worldview. Second, it considers various conceptions of managerial work that have evolved within educational analysis since the inception of the corporate system enters into global education societies during the early years of the 21st century. Third, it assesses the implications of empirical research on the three major levels of planning that haw： crystallised within contemporary corporate hierarchies. These are made up by the elite group of staffs and senior lecturers, and the middle strata of line workers, who are the superintendents of production. A concluding section evaluates the general contribution educational analysis has made to our understanding of the nature of managerial work.

Managing Variation and Resolving the Trade-off Implications of Global Supply

The reduction of wasteful variation within the supp ly chain is naturally suited to high and stable volumes, as epitomised in the lean practices of the automotive industry. However, with the growth of innovative pr oducts, typically characterised by lower volumes and uncertain demand, it is als o important to develop strategies to effectively manage the externally imposed v ariation resulting from volatile market demand. Such strategies often come under the banner of quick response or agile supply. System variation is the common denominator, for whereas lean strategies emphasis e the need for stability and the reduction of wasteful supply chain variation, a gile emphasises the need to respond to externally imposed demand variation. Simi larly, lean supply is closely associated with level scheduling and investing in inventory to decouple demand variation from the supply chain, whereas, agile sup ply is associated with investing in responsive capacity as inventory requirement s cannot be effectively predicted. This distinction between lean and agile supply, highlights a trade-off between investing in responsive capacity and decoupling inventory, which is closely related to the conflicting manufacturing tasks of fast response and low cost. The implications of this conflict have been more widely felt in recent years, as companies have opted to outsource manufacture to low cost overseas suppliers. T he rationale is to reduce manufacturing costs, but the trade-off is a dramatic loss of responsive capacity with higher dependency on decoupling inventory. As with lean and agile supply, the trade-off implications of such choices need to be acknowledged, conceptually understood and then separate out or otherwise r esolved. This paper introduces the business need before exploring the significance of var iation and the concept of managing variation in a delivery system using responsi ve capacity and decoupling inventory. These concepts will then be used to unpack the lean and agile paradigms before applying the thinking to a more detailed in dustrial case concerning offshore supply decisions. The paper concludes with som e reflections.

Cross-border issues and technology and management solutions during COVID-19

Critical cross-border issues have emerged during the COVID-19 pandemic,especially pertaining to security,supply chain,and education,which has led to several new challenges for management.The balance between potential risks and economic benefits has attracted the attention of both industry and academia.Hence,we invited three panelists to participate in the 2021 Association for Information Systems(AIS)Special Interest Group(SIG)on Information Systems in Asia Pacific(ISAP)workshop.The suggested solutions include the right Internet approach,multi-national cooperation to develop flexible global operations,and people’s education(especially refugees)to mitigate risks.These solutions encompass three levels,i.e.,technology,management,and society.

经济全球化时代的企业管理组织变革与创新趋势以及对我们的启示

本文对经济全球化时代企业管理组织变革与发展趋势从扁平化、弹性化、分立化、网络化、团蔟化和团 队化六方面进行全面研究分析，在此基础上，对我国企业管理组织变革与创新提出一些思考和建议，包括企业管 理组织结构的扁平型、弹性化，强化核心功能，通过专业化协作使企业之间形成有机的网络体系，同时借鉴运用 战略结盟手段来实现优势互扑，用团队组织模式来增强企业组织及成员的市场反应和竞争效率。