bluuebunny/crossref_metadata_2025_split huggingface dataset:
GREMEX—A Research and Development Management Simulation Exercise
Authors: Malcolm D. G. , Hibbs J. R. , Taul J. W. , Vaccaro M. J. 
Published: November 2008

In planning and managing one of today's scientific development programs, the project manager must chart a course of action from seemingly innumerable alternatives. In addition to the quantity of decisions, his planning and management tasks are usually further complicated by a required compression of the time schedule for the project and by the knowledge that Performance, Cost and Time estimates, from which he must base his decisions, are biased and have an unknown amount of uncertainty built into them. Research and development management today attempts to give overall direction to its research resources applied to the programs, projects, and the systems making up each project, by requiring evidence of a concurrent, coordinated plan for achieving technical, cost and time objectives. Once such a plan is established and approved—a plan in which a high degree of interdependence and uncertainty exists—a requirement for a project team that is capable of literally “creating on schedule” has in effect been established. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
Universal Education for the Management Sciences
Authors: Hertz David B. 
Published: November 2008

As we move toward more complex ways of controlling production and distribution of a greater variety of goods and services through ever more complicated technology, it is perhaps natural that some should entertain the illusion that automation will ultimately take the place of human effort in supplying our needs. We hear daily that this or that management group will soon be replaced by the computer. But in truth, the evidence is that the need for managers is greater than ever and that the supply lags ever further—in quality and quantity—behind the still growing demand. As John Fischer puts it in Harper's Magazine (4): “Our inability to locate enough first rate management talent in many fields—from college president to corporate controller, from regional planner to operations analyst—may yet prove to be the breakdown point in our civilization.” In this paper I wish to advance the idea that universal education in management sciences is as urgent—perhaps even more urgent—a need as education in the physical and biological sciences. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
Maximization in the Oil Industry—A Survey
Authors: Foster B. L. 
Published: November 2008

Applications to oil industry problems of several mathematical techniques related to maximization or minimization are surveyed. In addition to providing an extensive, although not exhaustive, coverage of the relevant papers and books, the report may serve as an elementary introduction to the topics involved. To further this goal, simple illustrations of the central ideas are given. These include new examples as well as simplified versions of old ones. Finally, an attempt is made to evaluate the limitations and potential utility of some of the techniques. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
A Dynamic Model for the Optimal Loading of Linear Multi-Operation Shops
Authors: Elmaghraby Salah E. , Ginsberg Allen S. 
Published: November 2008

Because of the stochastic nature of the parameters in the general job shop problem (e.g., estimates of processing times; estimates of delay times; the sequence of operations; the availability of processing units; etc.), Monte Carlo simulation has been the principal tool of analysis. In particular, a large proportion of studies was focused on the indirect control of the functions of scheduling and loading by the device of assigning priorities to the various jobs in the shop. In this paper, we depart from this tradition for two good reasons. First, the linear characteristic of flow eliminates an important disrupting factor present in the general problem treated by the other authors. Second, priority decision rules are perhaps the last sphere of decision open to managers and may have a very limited effect since they are seriously constrained by previously-made decisions. In fact, priority decisions, coming as they do at the “tail” of the decision process, may prove ineffectual in the face of previously-established sales quantities, promised due dates, capacity limitations, etc. Consequently, a study of the “higher echelon” decisions of scheduling and loading is necessitated. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
Measuring Cost Parameters in Inventory Models
Authors: Bock Robert H. 
Published: November 2008

Inventory control models have received a great deal of attention in recent years. But the fruitful application of inventory models is limited by the correct determination of cost parameters, and this area has not received as much attention. The purpose of this paper is to explain how the cost parameters of inventory models can be correctly estimated, and to reveal some commonly accepted errors. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
A Quasi-Analytic Approach to the Business Strategy Problem
Authors: Ansoff H. I. 
Published: November 2008

Some fifteen years ago the RAND Corporation first attempted to broaden its field of interest to include the policy and strategy formulation in the military establishment. The initial reaction of the responsible officers in the Pentagon was that the nature of the military policy problem was quite different from weapons systems analysis and selection in which RAND specialized and that the tools used in the latter simply did not carry over into the policy area. Techniques and concepts of weapons systems optimization did not apply to the esoteric area of strategic planning. Strategy was an art, not a science, and was going to remain so. Time has proved this reaction to be only partially right. It is true that analysis of strategy requires additional concepts and methodologies which differ in some significant respects from the operations research techniques used in systems analysis. On the other hand, very substantial progress has been made in analytic studies of military strategy formulation. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
The Influence of Department of Defense Practices on Corporate Planning
Authors: Smalter Donald J. 
Published: November 2008

Over the past several years I've conducted a personal study of Department of Defense practices and activities. My company has no business whatsoever with the Department of Defense, so my interest related strictly to the observation of D-O-D methodologies, their analytical techniques and the usefulness of these to the management of large corporations. In particular, this question puzzled me: Why were many observers labeling Robert McNamara a “great” manager? I found this: There are many significant “values” in observing the D-O-D, as their managerial problems are bigger and more complex. They must, of necessity, formalize and systematize many more of their practices and procedures than managers in smaller organizations. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
International Corporate Planning: How Is It Different?
Authors: Pryor Millard H. 
Published: November 2008

Within the last decade, a large number of American firms have formalized their objectives, and have begun to plan the long-range programs necessary to meet corporate goals. As international operations have assumed more importance within the overall scope of these firms' activities, many companies have begun to apply their experience in domestic planning to operations outside the United States. However, just as pediatricians have convinced us that there is more to healing children than treating them as little adults, the blanket application of domestic planning approaches and techniques is not only inadvisable, but unfeasible. I would like to spend my time with you this afternoon considering how international long-range planning is different, and attempt to determine within the context of my own company's experience, how domestic planning concepts must be modified in an international environment. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
Marketing Planning Panel
Authors: Weaver Paul E. , Gunther Edward P. , Learner David B. 
Published: November 2008

Condensed transcripts of the Marketing Planning Panel of the TIMS College of Planning, Moderator was Paul E. Weaver; panelists were Edward P. Gunther and David B. Learner. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
Planning, Anticipating and Managing
Authors: Smiddy Harold F. 
Published: November 2008

In the perhaps naive belief that a keynoter has some responsibility to live up to his program billing—in this situation the aim to explore “newer and somewhat more advanced ideas” about corporate planning—I wish to place a definitely radical proposition before TIMS members at this time. The proposition is that the work of many of the most devoted and vocal “corporate planners” rests today on a fundamentally false bottom—namely, an assumption that our current large corporate entities represent a “highly developed” stage in the evolution of business enterprises. I suspect our successors, with 20/20 hindsight, will wonder how we ever missed sensing that—measured against the potentials inherent in them—our modern corporations constitute the most challenging underdeveloped communities of our complex modern World. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
Inner-Directedness in Planning
Authors: Grossman Adrian J. 
Published: November 2008

It is the purpose of this paper to present arguments and evidence supporting the thesis that: —Redefining business data is a valuable addition—indeed, is central—to business planning; and —In many businesses, to do so, requires “inner-directedness” in the planning effort. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
Solution of Nonlinear Programming Problems by Partitioning
Authors: Rosen J. B. , Ornea J. C. 
Published: November 2008

An important class of mathematical programming problems is the scheduling of manufacturing and transportation systems. In many cases, the independent variables which describe the manufacturing system are interrelated in a highly nonlinear manner. The majority of the system variables are normally required to represent transportation and allocation. These variables appear linearly and must satisfy a system of equalities which is very large if considered as a single matrix. With such systems it is usually possible to select a relatively small number of the system variables so that when these selected (decision or coupling) variables are held fixed the complete nonlinear system can be partitioned into a number of relatively small independent linear sub-problems. An iterative method for the solution of such problems has been presented [Rosen, J. B. 1963. Convex partition programming. R. L. Graves, P. Wolfe, eds. Recent Advances in Mathematical Programming. McGraw Hill, 159–176.]. The method starts with initial values for the decision variables and solves the separate linear subproblems. The optimal solution to each subproblem is then used to determine that the complete system optimum has been found or to find improved values of the decision variables. This procedure is continued until the complete system optimum has been obtained. Application of the Partition Programming method to a typical large manufacturing-transportation system will be described, including computational experience. This will illustrate that the method can be successfully used for systems which do not satisfy the mathematical requirements which insure convergence of the method to a global optimum. The economic interpretation of an optimal solution will be discussed, showing how the complete system shadow prices are obtained from those of the individual subproblems.
Opportunistic Replacement of a Single Part in the Presence of Several Monitored Parts
Authors: Radner Roy , Jorgenson Dale W. 
Published: November 2008

In a system with several stochastically failing parts and economies of scale in their maintenance, it may be advantageous to follow an “opportunistic” policy for maintenance. In opportunistic policies the action to be taken on a given part at a given time depends on the state of the other parts of the system. For the model considered in this paper, it is assumed that all parts of the system but one are inspected continuously (monitored) and that the remaining part cannot be inspected except when it is replaced. If the monitored parts have exponential distributions of time to failure, the optimal replacement policy for the remaining part has the following form: Let the non-monitored part be labeled 0 and let there be M monitored parts, labeled 1, …, M; then there are M + 1 numbers n1 , …, nM, N, with 0 ≦ ni ≦ N ≦ ∞ such that: (a) if Part i fails at a time when the age of Part 0 is between 0 and ni, replace Part i alone (i = 1, …, M); (b) if Part i fails at a time when the age of Part 0 is between ni and N, then replace Parts 0 and i together; (c) if Part 0 reaches age N at a time when all monitored parts are good, replace Part 0 alone. It is demonstrated that the parameter N is finite provided that the reliability of the non-monitored part approaches zero as the age of this part goes to infinity. These results are proved for several alternative criteria for evaluating replacement policies. Computation of the parameters of the optimal policy is also discussed. Applications of this policy are discussed in [Jorgenson, D., J. J. McCall. 1962. Optimal Scheduling of Replacement and Inspection. The RAND Corporation, Memorandum RM-3098-PR, May.].
Possibilities for Application of Operational Research to Problems of Development
Authors: Tinbergen J. 
Published: November 2008

The organizers of this meeting have asked me to summarize the discussions of the last three days and to draw some conclusions. These will have to be provisional and personal conclusions only, formulated in all modesty, since I am not an expert in several of the more sophisticated methods discussed here. While the term “operational research” has not, as far as I know, a very precise meaning, we may nevertheless characterize it by: (1) treating complicated problems with a large number of variables; (2) using various modern mathematical and logistic methods; and (3) being directed toward a goal of action. Its success has been proved already especially solving a number of problems in manufacturing industries, transportation and energy, fields for which usually precise and abundant data are available which make it worthwhile applying sophisticated methods. When we ask whether this complex of methods can also be applied to development problems, it seems appropriate to summarize also what seems to be characteristic for these problems.
Systems Theory and Management
Authors: Johnson Richard A. , Kast Fremont E. , Rosenzweig James E. 
Published: November 2008

Ludwig von Bertalanffy, in 1951, and Kenneth Boulding, in 1956, wrote articles which have provided a modern foundation for general systems theory [Bertalanffy, L. von. 1951. General system theory: A new approach to unity of science. Human Biol. (December) 303–361; Boulding, K. 1956. General systems theory: The skeleton of science. Management Sci. (April) 197–208.]. We build on that foundation in applying general systems theory to management. The general theory is reviewed for the reader. Next, it is applied as a theory for business, and an illustrative model of the systems concept is developed to show the business application. Finally, the systems concept is related to the traditional functions of a business, i.e., planning, organizing, control, and communications.
The Psychological Transition From Management Scientist to Manager
Authors: Holt Herbert , Ferber Robert C. 
Published: November 2008

In this paper we endeavor to show how a management scientist maintains his integrity and individuality while changing from a staff position to a consultant position and eventually to a top executive position in a large company. It is a segment of a longitudinal study and is presented in a special format, which makes it possible to present the data at all. In the introduction we utilize an historical sketch of the management field to show at what time in the development of management science this particular person's career started and, thereby, some of the factors which helped mold his personal and character values. The vicissitudes of the problem are elaborated and background material given for the understanding of the issues involved. We hope to encourage others to present similar segments of longitudinal studies which, we feel, will help people seriously engaged in this field to develop theories based on clinically-gathered data and which will, therefore, be closer to the truth of what really happens under certain conditions in which certain human beings have an impact on large-scale organizations and vice versa.
The Maximization of a Quadratic Function of Variables Subject to Linear Inequalities
Authors: Candler Wilfred , Townsley Robert J. 
Published: November 2008

A simplex-type method for finding a local maximum of [Formula: see text] subject to [Formula: see text] and [Formula: see text] is proposed. At a local maximum, the objective function (1), can be expressed, in terms of the non-basic variables λ0, as [Formula: see text] and the vector of partial derivatives of (13), with respect to the non-basic variables may be written, [Formula: see text] This allows calculation of the maximum values of the non-basic variables, increased one at a time, consistent with ∇Z ≧ 0. A “cutting plane” a**λ′ ≧ 1 is then defined which excludes the local optimum, and many lower values (but no higher values) of (1). The form of the square matrix C is immaterial.
A Problem in Making Resources Last
Authors: MacQueen J. 
Published: November 2008

An individual uses up a certain resource at a constant rate, but from time to time has a chance to gamble some of the resource in order to gain more. The expectation of each gamble is zero, i.e., the gambles are fair. This means that eventually the resource will run out. However, the form of the risk can be varied arbitrarily. The question is what form of risk to choose, when the object is maximize the expectation of the utility, u(T), of having the resources run out at time T. This problem is solved for a more or less arbitrary function u(T). Various possible interpretations of such a function u(T) are discussed briefly. The model is mainly intended to provide a basis for empirical studies of individual decision making, where its complete mathematical tractibility is convenient.
A Stabilization Policy for the Cotton Textile Cycle
Authors: Zymelman Manuel 
Published: November 2008

This article describes the application of the analog computer to the solution of a stabilization problem in the cotton textile gray goods industry. The behavioristic assumptions of the model are based on data analysis of the industry and personal interviews. The simulation shows that it is possible to reduce the amplitude of the cotton textile gray goods cycle by introducing a simple policy in the production decision-making process whereby greater attention is paid to changes in inventories than to changes in unfilled orders.
Capacity Expansion with Facilities Under Technological Improvement
Authors: Hinomoto Hirohide 
Published: November 2008

Practically all existing analyses covering the obsolescence or the improvement of productive facilities are concerned with equipment replacement. An extension of such considerations to general capital investment analysis would seem to be a natural development. The present analysis is related to an investment decision on the expansion of productive capacity in discrete steps with facilities which undergo technological improvement. First, the analysis for expansion in one step is developed after the effects of technological improvement on the price and operating cost of a future facility have been introduced. The discussion of one-step expansion is then extended to an N-step expansion. In both types of expansion, the necessary conditions for optimum values of investment decision variables are obtained in order to maximize the present value of the net profit over the planning period.
The Production Process: Operating Characteristics
Authors: Abruzzi Adam 
Published: November 2008

It is the thesis of this paper that the production process has an operating logic whose kernel is found in an organizational plan and program. In this sense there exist only two types of organization, classically identified as the straight-line type and the job-shop type. Considered in usual analytical terms, no industrial plant is completely of one type or of the other. However, the two types are sharply distinguishable—Indeed they are opposites—in terms, particularly, of their programs, which refer to organic, rather than analytical, parameters. This oppositeness of the two types of production process leads to distinct sets of operating characteristics. Thus, for instance, in the straight-line case the property of functional independence among elementary operations leads to a production sequencing order which is essentially fixed, with linkages based on work pace rather than work content. Conversely in the job-order case, there are functional Interrelationships among organic work phases, leading to a variable production sequencing order based on work content rather than work pace. Within this framework the paper traces in each case the logical connections between the particular aspects of the production process, such as in production plans, loadings and schedules, and also in production flow characteristics. The consequences of this with regard to the nature and application of control techniques are also shown, as are the reflections on manpower distribution and wage-payment plans.