We show that task juggling, i.e., the spreading of effort across too many active projects, decreases the performance of workers, raising the chances of low throughput, long duration of projects and exploding backlogs. Individual speed of job completion cannot be explained only in terms of...

We show that task juggling, i.e., the spreading of effort across too many active projects, decreases the performance of workers, raising the chances of low throughput, long duration of projects and exploding backlogs. Individual speed of job completion cannot be explained only in terms of...

We show that task juggling, i.e., the spreading of effort across too many active projects, decreases the performance of workers, raising the chances of low throughput, long duration of projects and exploding backlogs. Individual speed of job completion cannot be explained only in terms of...

We show that task juggling, i.e., the spreading of effort across too many active projects, decreases the performance of workers, raising the chances of low throughput, long duration of projects and exploding backlogs. Individual speed of job completion cannot be explained only in terms of...

Employs conceptual contributions from management, work networks, and organizational buying behavior research, and presents the results of a study which integrates these contributions through an internal marketing exchange model. Specifically, network analysis is used to describe purchasing...

Explains that the idea of the compressed work week is already a familiar one and much has been written on the subject in trade and academic publications. Presents an annotated bibliography compiled from many years of research.

Employs conceptual contributions from management, work networks, and organizational buying behavior research, and presents the results of a study which integrates these contributions through an internal marketing exchange model. Specifically, network analysis is used to describe purchasing...

Presents a new approach to working set generation for personnel scheduling problems. In full‐time (FT) and mixed‐workforce (MW) experiments, generates the schedules in the working sets from the use of two‐phase heuristic labour scheduling solution procedures. The solution procedures were...

Discusses the most widely accepted operations principle in the job shop working environment as the shortest processing time (SPT) job priority sequencing rule. It can be demonstrated that use of average job flow time as the measure of SPT efficiency in job flow scheduling introduces a...

Describes the new generation of computerized workflow systems – by automating the flow of documents and procedures throughout an organization, they can increase the accuracy of clerical tasks, and can therefore improve efficiency. Gives examples of areas where such systems can be used...