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Zastosowanie narzędzi GIS we wspomaganiu działalności i organizacji przedsiębiorstwa na wybranych przykładach

Dziemba Ł.

Systemy Wspomagania w Inżynierii Produkcji

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2016

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z. 2 (14)

95--106

PL

Zastosowanie narzędzi GIS we wspomaganiu działalności i organizacji przedsiębiorstwa wymaga kilku różnych podejść w celu zapewnienia kompleksowego wspomagania. Referat przedstawia kilka możliwych koncepcji zastosowania GIS do rozwiązania niniejszego zagadnienia. W kolejności przedstawia się na wybranych przykładach: wspomagania działalności przedsiębiorstwa (koncepcja odwzorowania dużego zakładu przemysłowego; oraz w szczególności lokalizacja w nim linii produkcyjnej), planowanie zagadnień związanych z zadaniami przeciw pożarowymi (na przykładzie hali produkcyjna małego przedsiębiorstwa o podwyższonym zagrożeniu pożarowym), i w końcu serwis urządzeń linii produkcyjnej (dużego zakładu produkcyjnego). Przedstawione w referacie przykłady wspomagania mają wspólną cechę: a mianowicie opisują problemy wymagające uwzględnienia aspektów geograficznych/przestrzennych do ich rozwiązania.

EN

Application of GIS in supporting the activities and organization requires several different approaches to ensure a comprehensive support. The paper presents some possible idea of using GIS to solve this problem. In order presented to selected examples: support the activities of the company (the concept of mapping a large industrial plant, and in particular the location of the production line), planning issues related to the tasks against fire (for example the hall production of small industrial plant with increased fire risk), and finally service of the production line (large plant). The examples in the paper support have in common: describe the problems – to solve them – that need to take into account aspects of geographical/spatial.

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Relacje między strategią a strukturą organizacyjną w przedsiębiorstwach sektora wysokich technologii

Zakrzewska-Bielawska A.

Zeszyty Naukowe. Rozprawy Naukowe / Politechnika Łódzka

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2011

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Z. 409

3-394

3

Komunikacja społeczna oraz zarządzanie konfliktami interpersonalnymi jako metody kształtowania relacji w strukturze organizacyjnej

Grunt D.

Nowoczesne Systemy Zarządzania

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2010

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T. 5, nr 1

241--252

EN

The purpose of communication is to transmit certain information that is necessary in everyday life. Communicating in other words is informing, influencing someone, disclosing our feelings, cooperation. We can distinguish the following elements in the structure of the communication process: message, code, channel of communication, information gap, noise, feedback and reference frame. Sender in a process of communication is a person aware of the need to communicate a particular message. This entity in an organization is a person who has the information. Receiver is a person to whom the message is directed. Communicating is carried out via symbols. Thus decoding is about converting the information into symbols. By decoding the message the receiver tries to read it correctly. Then there is the specific receipt of the message. Another element of the communication process is a channel for transmitting signals from the source of information to the addressee. There is also an information gap in the process of communication. It can be divided into the gap of hope with which the receiver agrees hoping to receive more information in order to eliminate it, and the gap of disagreement that is the difference in the content of the information the receiver does not agree with. The last element is feedback. This is nothing but a Receiver’s reaction to the Senders message. In case when there is no feedback, we deal with informing. Feedback is a prerequisite for effective communication. The process of communication is one of the elements forming the relations in the group in the frame of organizational structure. Managing such a group has many advantages provided that it is well-considered and efficiently done. Similarly to the individual relations, the group relations may have a formal nature, for example in order to implement a certain action, or an informal nature, basing on the actual shared interests of its members. We can also deal with a conflict in an organization. It occurs when an individual or a group seeks to achieve a certain goal, while the other individual or group tries to prevent it. In classical terms a conflict in the workplace is a discrepancy of the purposes, values and benefits. Interpersonal conflict is experienced by everyone when their beliefs and values are incompatible with each other, or when too much information hinders them to make a decision. Those conflicts additionally make it harder to make even the simplest of decisions. Work environment is often characterised by different kinds of destructive conflicts, which have negative consequences. They include: decrease in self-esteem, deterioration of physical and psychological welfare, as well as loss of confidence. Intensification of difficulties in the action largely depends on the nature of the conflict, its significance and duration. The course of the conflict largely depends on the individual character traits of the people involved. Only few people are able to react without emotion to the conflict. Most, however, is frustrated when there is an obstacle while they pursue the objective, the identification of the conflict, examining its sources and destructive influence on an individual or a group allow taking steps in order to restrict or suppress it. the conflict may be resolved successfully only when both Parties feel encouraged to do so. The belief of one Party that it is not responsible for the present situation and that the effort should be made by the other Party may be the reason for the lack of motivation to reconcile. Also the belief that it may cause losses may be the reason for hindering changes. That is why one of the basis to terminate a conflict is to understand that a long-term conflict entails a mutual loss in the form of huge energy resources which instead of in work are used in continuous fights.