WorldCat Identities

Virginia Polytechnic Institute and State University Management Systems Laboratories

Overview
Works: 12 works in 17 publications in 1 language and 45 library holdings
Genres: Periodicals  Handbooks and manuals  History 
Roles: Researcher
Classifications: LD5655.A652, 628
Publication Timeline
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Most widely held works by Virginia Polytechnic Institute and State University
Meeting facilitation : a practical guide for running effective meetings by Virginia Polytechnic Institute and State University( Book )

2 editions published in 1994 in English and held by 6 WorldCat member libraries worldwide

Environmental benchmarking for performance excellence by Brian M Kleiner( Book )

1 edition published in 1993 in English and held by 5 WorldCat member libraries worldwide

TIE quarterly : Technology information exchange( )

in English and held by 4 WorldCat member libraries worldwide

Energy & transportation network news( )

in English and held by 2 WorldCat member libraries worldwide

The State of Ohio emergency response annex for events at DOE facilities( Book )

1 edition published in 1989 in English and held by 2 WorldCat member libraries worldwide

MSL news( )

in English and held by 2 WorldCat member libraries worldwide

[Virginia Tech video history on nuclear developments, 1945-1963]( Visual )

1 edition published in 1991 in English and held by 1 WorldCat member library worldwide

Six nuclear pioneers discuss the history of nuclear developments from 1945 to 1963
How to change to a quality culture by Harold A Kurstedt( Book )

1 edition published in 1992 in English and held by 1 WorldCat member library worldwide

Research and development of methods and tools for achieving and maintaining consensus processes in the face of change within and among government oversight agencies Volume 1. Progress report, October 1, 1991--September 30, 1992( )

2 editions published in 1992 in English and held by 0 WorldCat member libraries worldwide

This progress report summarizes our research activities under our consensus grant. In year four of the grant, we continued to capitalize on and benefit from historical events which drove our early emphasis on group process studies. Following our work on various procedures for bringing together groups such as the State and Tribal Government Working Group and the Stakeholders' Forum (both of which provide input to the Five-Year Waste Plan), we continue to observe these groups and collect data. We also began a configuration study involving the complex modeling of DOE's Office of Environmental Restoration and Waste Management (EM). Related to group process studies is the issue of the information requirements for individuals making decisions in consensus groups. Our information studies examined the requirements for decision-related information, frameworks for such information, and the effectiveness of information portrayed for decision making. However, we were able not only to continue studying consensus groups in action and related information issues, but also to focus considerable attention on the fundamental side of our research. The fundamental or basic research conducted in year four included: (1) expanding our literature database; (2) beginning the writing of the literature review summary document and the consensus guide; (3) developing frameworks and models such as the Environmental Trilogy model and a structural equations model of the consensus process; and (4) conducting laboratory studies concerning the effects of the presence of an expert, met expectations, opportunity to express views, incentive structure and conflict type (competitive versus collaborative) on consensus outcomes
Research and development of methods( )

2 editions published in 1993 in English and held by 0 WorldCat member libraries worldwide

Purpose is to help managers approach their responsibilities proactively, so that they can anticipate problems and take actions to alleviate or eliminate those problems. Continuous performance improvement, the philosophy behind total quality management, requires working cooperatively to do a little better each day. The most effective tools are working through a closed set of 9 methods: setting expectations, charting, defining indicators and standards, collecting and logging data, converting data to information, organizing and presenting information, reviewing status and progress, self-management, and appraising. In addition, there are 8 rules: focus on what you can do, supply physical evidence of progress, pay attention to detail, inspect (don't expect), review progress routinely and frequently, face ''success/fail'' squarely, communicate crisply, and conduct honest, open appraisals. Scope and plans of the draft research plan (study areas) are described
Research and development of models and instruments to define, measure, and improve shared information processing with government oversight agencies. An analysis of the literature, August 1990--January 1992( )

1 edition published in 1992 in English and held by 0 WorldCat member libraries worldwide

This document identifies elements of sharing, plus key variables of each and their interrelationships. The document's model of sharing is intended to help management systems' users understand what sharing is and how to integrate it with information processing
Research and development of methods/utilities and rules for managing cooperation for performance improvement in government offices. First technical progress report, September 1, 1991--August 31, 1992( )

3 editions published in 1992 in English and held by 0 WorldCat member libraries worldwide

On September 1, 1991, Defense Programs (DP) within the US Department of Energy entered into a research grant with Management Systems Laboratories (MSL) of Virginia Polytechnic Institute and State University (Virginia Tech), to study Tools, Methods, and Rules for Managing Cooperation for Performance Improvement. Continuous performance improvement is a gradual, systematic process. The idea is to do a little better each day by knowing where you are, where you want to be, what you have to do to get there, whether or not you have done it, and how to resolve problems doing it. And, although many management decisions are made along direct lines of authority, much of the work of an organization can be achieved only through cooperation (people sharing information and coordinating effort). Therefore, continuous performance improvement requires working cooperatively to do a little better each day. We are researching the most effective configuration of tools working through what we believe is a closed set of nine methods. These methods are: setting expectations, charting, defining indicators and standards, collecting and logging data, converting data to information, organizing and presenting information, reviewing status and progress, self-management, and appraising. We believe that these methods form a closed set because they reflect the management activities of formulation (planning),execution (doing), and verification (evaluating). If these activities are carried out effectively through the methods, the manager can achieve visibility and control
 
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Languages
English (17)