Activity-based resource capability modeling

To analyse and optimize a enterprise process in a wide scope, an activity-based method of modeling resource capabilities is presented. It models resource capabilities by means of the same structure as an activity, that is, resource capabilities are defined by input objects, actions and output objects. A set of activity-based resource capability modeling hales and matching rules between an activity and a resource are introduced. This method can not only be used to describe capability of manufacturing tools, but also capability of persons and applications, etc. It unifies methods of modeling capability of all kinds of resources in an enterprise and supports the ootimization of the resource allocation of a orocess.

Approach for workflow modeling using π-calculus

As a variant of process algebra, π calculus can describe the interactions between evolving processes. By modeling activity as a process interacting with other processes through ports, this paper presents a new approach: representing workflow models using π calculus. As a result, the model can characterize the dynamic behaviors of the workflow process in terms of the LTS (Labeled Transition Semantics) semantics of π calculus. The main advantage of the workflow model's formal semantic is that it allows for verification of the model's properties, such as deadlock free and normal termination. Moreover, the equivalence of workflow models can be checked through weak bisimulation theorem in the π calculus, thus facilitating the optimization of business processes.

Impact of corporate culture on the development of business management based on the perspective of the corporate culture of innovation

With the development of the knowledge economy and economic globalization, the competition among enterprises is increasingly reflected in culture competition. The increasingly role of corporate culture on the survival and development of enterprises becomes the cornerstone of competitiveness and the key factor of success of enterprise. In this case, the study, use and practice of corporate culture under the new situation, are very important. Creating a people-oriented and innovation -oriented corporate culture, can provide the most effective and the most long-lasting platform to a strategic enterprise managemem. Throughout the history of the development of successful companies, all have a protbund precipitation of their own culture. But corporate culture is the most obscure area of business management, so far the most challenging part to each enterprise, it is reflected in the values, morale and the way businesses communicate, but also in the staff behavioral habits. This shows that the corporate culture is closely related to the survival and development of enterprises, determining the survival of enterprises. Building enterprise culture naturally has become a hot topic, but also an indispensable factor to establish a scientifically administrative system.

The functional analysis of state-owned enterprise human resource management in supporting culture construction

With the development of technology and people＇ s knowledge level, and the evolution of the economic model, human resources has become the most important resource in the development of enterprise and economy, its importance has been recognized by the society and more and more enterprises. How to make human resource management an important role and how to motivate staffs＇ spirit of dedication, has become an important task in the modem enterprise management. In this paper, by studying the function of enterprise culture construction and its relationship with human resource management, this article put forward a new model which enterprise human resource management should be equipped with under the new economic conditions.

Research on Construction of Corporate Culture Based on Knowledge Management

With the advent of knowledge, knowledge has become a key resource of economic increase and growth. More and more enterprises begin to adopt knowledge management to enhance the competitiveness of enterprises, however, knowledge management is not simply the use of information technology, but need to establish corresponding corporate culture environment. Therefore, building corporate culture adapting to knowledge management is an important concern.

Modeling of Raw Materials Management on the Example of Textile Production Company

The aim of this paper is to propose a discussion about inventory control and to present a new method for testing the control process in terms of uncertainty. The subject matter is modelling for optimal control that ultimately provides the basic parameters for the level of safety stock and the cycle of deliveries. An optimisation criterion is a function minimising the total costs of storage and production coming to a halt because of depleted stock of inputs. Considering the results of the study, it is found that appropriate management process of textile companies requires determining raw materials stocks and its costs very precisely. The stream management process in the enterprise includes an element of fluctuations in demand. This is the source of ＂a conflict＂ that appears in two sub-systems： storage and production. At the same time, a systemic approach to the optimal coordination of supply/production calls for effective management of the whole system. Implementation of modem information technologies is one of the factors that support the effective control.

Disaster Recovery and Reconstruction Following the 2011 Great East Japan Earthquake and Tsunami: A Business Process Management Perspective

The Tohoku Regional Bureau(TRB) of the Ministry of Land, Infrastructure, Transport and Tourism(MLIT) performed various actions in response to the 2011 Great East Japan Earthquake and Tsunami. The total disaster recovery and reconstruction period is expected to last for 10 years, of which the first five years are regarded as the concentrated reconstruction period. As of 2013, a majority of the mega projects that involved restoration actions have been completed, which indicates a more effective rate of completion compared with the MLIT projects performed in normal non-disaster situations. This short article explains the management process of the recovery and reconstruction utilized by the TRB—an interorganizational process—from a business process management(BPM) perspective and creates a simple organization construction diagram of the entire process. The study focused on the transactions and actor roles to identify their strengths. The findings indicate the utilization of different operational procedures in some parts of the process, the importance of liaison role, as well as some obstacles. The lessons learned from this analysis can assist managers and researchers in designing and managing restoration processes for future disasters.