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| department in a business: The Creation of the Department for Business, Innovation and Skills and the Departmental Annual Report 2008-09 Great Britain: Parliament: House of Commons: Business, Innovation and Skills Committee, 2009 The new Department for Business, Innovation and Skills (DBIS) was formed in June 2009 by the merger of the Department for Business, Enterprise and Regulatory Reform (BERR) and the Department for Innovation, Universities and Skills (DIUS). This report looks back on the last departmental report of the old Department for Business, Enterprise and Regulatory Reform and considers the progress made in moving forward the new Department. The Committee welcomes the creation of the new Department which brings under one roof the business and further and higher education sectors. The Committee believes this could deliver significant potential benefits. The report examines the merger process, the delivery agencies, public service agreements and departmental strategic objectives, and future departmental reports and resource accounts. The report also focuses on the Automotive Assistance Scheme, designed primarily to support investment in low carbon plant and research and development. It welcomes the lowering of the limit of the Scheme from £5 million to £1 million, in line with its recommendation made in July, but is deeply concerned that not a single loan or loan guarantee has been made under the programme. The Committee calls on the Government to expedite its negotiations, and prove to the Committee and the automotive industry that the Scheme can provide tangible benefits to companies in the sector. |
| department in a business: A Guide to Doing Business with the Department of State , 2001 |
| department in a business: IT Management in the Digital Age Nils Urbach, Frederik Ahlemann, 2018-09-05 This book examines the massive changes currently taking place in the business world and commonly known under the label “digitalization.” In addition, it describes the significant impacts of technological innovations on processes, products, services and business models. The digital transformation resulting from these developments leads to disruption for many enterprises and industries. While for many years, IT departments mainly concentrated on fulfilling the requirements of business departments effectively and efficiently by means of high-quality IT services and operations, today’s IT departments are increasingly expected to actively co-design and co-create the enterprise. This book describes how information technology enables innovation for businesses, and how IT departments can proactively and in a timely manner collaborate with the business departments of their corporation to leverage these innovations. It also delineates the implications of digitalization for the structures, processes and people in today’s IT departments. IT leaders and managers who are responsible for corporate IT, as well as practice-oriented researchers, will find valuable inspirations and guidance in this book, the central mission of which is to encourage and enable a more proactive role for IT in the digital transformation processes. This book demonstrates the impact of digital transformation on IT organizations and their management. It also presents potential risks for technology availability, security and data protection. The authors develop a vision of what IT management should look like in ten years if it is to continue playing an important role in the company. The book seeks to motivate IT executives and managers with IT responsibility to actively adapt their thinking and their IT organizations before they are forced to react to external pressure. Definitely worth reading! Sven Kreimendahl, Director Business Technology Services, Campana & Schott |
| department in a business: Minority Business Participation in Department of Transportation Project United States. Congress. House. Committee on Government Operations. Government Activities and Transportation Subcommittee, 1986 |
| department in a business: Department of Defense Business Systems Modernization and Financial Management Accountability Efforts, S. Hrg. 109-915, November 16, 2006, 109-2 Hearing, * , 2007 |
| department in a business: Small Business and Department of Energy Research and Development Programs United States. Congress. Senate. Select Committee on Small Business, 1980 |
| department in a business: Small Business' Role and Opportunities in Restoring Affordability to the Department of Defense United States. Congress. House. Committee on Armed Services. Subcommittee on Terrorism, Unconventional Threats, and Capabilities, 2010 |
| department in a business: Challenges to Doing Business with the Department of Defense United States. Congress. House. Committee on Armed Services. Panel on Business Challenges within the Defense Industry, 2011 |
| department in a business: Department of Transportation Minority Business Enterprise Program and Section 105(f) of the Surface Transportation Assistance Act of 1982 United States. Congress. House. Committee on Government Operations. Government Activities and Transportation Subcommittee, 1984 |
| department in a business: A Guide Doing Business With The Department Of State, February 2001 , 2001 |
| department in a business: Small Business Program of the Department of Defense, Executive Meeting of ... 81-2 Pursuant to H. Res. 22 United States. Congress. House. Select Committee on Small Business, 1950 |
| department in a business: Departmental Annual Report and Scrutiny of the Department for Business, Enterprise and Regulatory Reform Great Britain. Parliament. House of Commons. Business and Enterprise Committee, 2008 This report examines the matter of accountability to the House of Commons of Lord Mandelson of Foy and Hartlepool, the Secretary of State for Business, Enterprise and Regulatory Reform. As a member of the House of Lords he is unable to answer questions in the House of Commons. The report compares the current situation with previous examples of Cabinet ministers being in the House of Lords. The Committee notes that the current situation differs from the past in that a significant proportion of the ministerial support team is based in the Lords or shared with other departments. It is unfortunate that the department for business is so thinly represented in the Commons. One solution would be to amend Standing Orders to allow Lord Mandelson to appear at the Despatch Box to answer questions in the Commons. There are precedents for this approach. Such a change might, though, encourage governments to appoint more members of the House of Lords as department heads, and the Committee feels that would be an unwelcome and significant constitutional change. The Procedure Committee should investigate a mechanism for parliamentary questions to the Secretary of State for Business, Enterprise and Regulatory Reform. |
| department in a business: Establishment of a Minority Business Development Administration in the Department of Commerce United States. Congress. House. Committee on Small Business. Subcommittee on General Oversight and Minority Enterprise, 1980 |
| department in a business: Small Business Procurement Practices of the Department of Defense United States. Congress. House. Committee on Armed Services. Subcommittee on Investigations. Small Business Panel, 1985 |
| department in a business: National Audit Office - Department for Communities and Local Government - Department for Business, Innovation and Skills: Funding and Structures for Local Economic Growth - HC 542 Great Britain: National Audit Office, 2013-12-06 In 2010, the Government set out a new approach for local economic growth, in the White Paper Local growth: realising every place's potential. This involved the closure of the Regional Development Agencies and their replacement with new local growth organizations and funds, such as Local Enterprise Partnerships and the Regional Growth Fund. Three years on from this initial announcement, the new Local Enterprise Partnerships and Enterprise Zones are taking shape. However, Local Enterprise Partnerships are making progress at different rates. The Growing Places Fund, Enterprise Zones and the Regional Growth Fund have also been slow to create jobs and face a significant challenge to produce the number of jobs expected. The estimate of jobs to be created by Enterprise Zones by 2015 has dropped from 54,000 to between 6,000 and 18,000. There is also no plan to measure outcomes or evaluate performance comparably across the range of different local growth programmes. Departments cannot therefore show value for money across the programme of local growth initiatives or be sure about where to direct their resources. The new local programmes were not established in time to avoid a significant dip in local growth funds and jobs created. Direct central government spending on local economic growth through the initiatives fell from £1,461 million in 2010-11 to £273 million in 2012-13, but will rise to £1,714 million in 2014-15. Central government needs to plan such reorganizations more effectively, to ensure that sufficient capacity is in place both centrally and locally to oversee initiatives and that accountability is clear |
| department in a business: National Audit Office - Department of Business, Innovation and Skills - HM Treasury: Improving Access to Finance for Small and Medium-Sized Enterprises - HC 724 Great Britain: National Audit Office, 2013-11 Despite a renewed focus by government on the financing challenges facing small and medium-sized enterprises (SMEs), there is scope for the range of funding initiatives currently in place to work as a more unified programme, according to the National Audit Office. Preparations for the Business Bank, which was publicly launched in October 2013 but will start operating as an independent entity in 2014, prompted the Department for Business, Innovation & Skills (BIS) to re-examine the nature of the finance problems facing SMEs. These include a possible need by SMEs by 2017 for an additional £22 billion over and above the finance available to them. BIS and HM Treasury are able to draw on an increasingly strong body of data to inform decision-making, including Bank of England reports on credit conditions, the SME business barometer and aggregated information from the British Bankers' Association on loan applications and approvals. At present, although BIS and HM Treasury both have teams dealing with 'enterprise' policy, there is no formal research programme joining the Departments with other departments, such as HMRC, with an interest in SMEs. One of the Treasury's priorities is to support the development of new routes to finance for SMEs, while BIS schemes target specific parts of the market. To date, the Departments have not articulated clearly enough what the various schemes are expected to deliver as a programme. The NAO found that BIS-led schemes such as the Enterprise Finance Guarantee and Start-Up Loans provided direct support to around 5,900 firms in 2012-13, and the current schemes are generally performing positively in terms of meeting the largely activity-based success measures set for them. BIS has also taken steps to provide better explanations to SMEs on the options available to them for financing their business, but raising the profile of the help available will be a challenge for the Business Bank. |
| department in a business: Why You Should Build Your Business Not Your IT Department David E. Eisner, 2015-02-27 ARE YOU GETTING ALL YOU CAN FROM YOUR IT EXPERT OR PROVIDER? ARE YOUR QUESTIONS BEING ANSWERED? IS THEIR ADVICE LEADING YOUR BUSINESS IN THE RIGHT DIRECTION? If you’ve answered no to any or all of these questions, this book can provide you with the tools you need to turn things around. In today’s business world, industry leaders need to stay up to date with current technology trends for fear of falling behind. As if the technology alone weren’t enough to boggle small business owners, now they have a variety of management options to choose from. First, there were too many technology choices and nowhere to go. Now, there are too many places to go. The reward for choosing well, however, can be unprecedented growth. In this book, David E. Eisner, founder of one of the top IT managed services providers in the world, provides small business owners with the right tools to select an IT partner to help them grow. He provides everything to consider when looking for a solution to your technology needs. Unless you are an IT expert yourself, you will likely spend too much time and resources trying to address your technology predicaments, and you may even lose money trying to tackle this yourself rather than hiring a professional. These decisions can make or break a business in some cases, so they certainly should not be handled lightly. In order for your small business to succeed in the long run, your employees, clients, and technology need to work together seamlessly. You need a partner with experience in staying ahead of the game, and David can help you find that someone. |
| department in a business: Improving Federally Assisted Business Development on Indian Reservations, Department of Agriculture, Department of Commerce, Department of the Interior, Small Business Administration United States. General Accounting Office, 1975 |
| department in a business: Financial Management and Business Transformation at the Department of Defense United States. Congress. Senate. Committee on Armed Services. Subcommittee on Readiness and Management Support, 2012 |
| department in a business: Department of Energy improved oversight could better ensure opportunities for small business subcontracting : report to congressional committees United States. Government Accountability Office, 2005 |
| department in a business: Why Business Models Matter Joan Magretta, Harvard Business School, 2002 |
| department in a business: Business Organization of the Department of Defense: a Report to the Congress United States. Commission on Organization of the Executive Branch of the Government (1953-1955), 1955 |
| department in a business: Department for Business, Innovation and Skills Great Britain: Parliament: House of Commons: Committee of Public Accounts, 2012-03-23 The Department for Business, Innovation and Skills and the Skills Funding Agency provide funding for further education students aged 19-plus. The Department for Education and the Young People's Learning Agency fund further education for 16-to-18-year-olds. These two departments provided £7.7 billion in funding to the sector during the 2010/11 academic year. The various government bodies that interact with the sector have different funding, qualification and assurance systems. Differences in the information required and collected create an unnecessary burden for training providers and divert money away from learners. To provide value for money, the systems need to be appropriate, efficient, avoid unnecessary duplication, and balance the protections they provide for public money with the costs of the bureaucracy they impose. No one body is currently accountable for reducing bureaucracy in the further education sector. Instead, the two Departments and the two funding agencies maintain separate responsibilities based on their funding streams. BIS has a stated policy objective of reducing bureaucracy imposed on further education providers but would not accept overall responsibility for bringing together efforts to reduce bureaucracy in the sector. Both BIS and DfE, and their funding agencies, have launched separate initiatives designed to simplify the requirements they place on providers. However BIS does not manage the simplification as a programme with a clear and consistent goal. While BIS has required the Agency to reduce its own administrative costs by 33%, there is no rational view on the amount by which they would like to reduce bureaucracy in providers nor do they accept that measurement of progress is necessary. |
| department in a business: Business Bookkeeping and Practice ... Warren H. Sadler, Harry Marc Rowe, 1894 |
| department in a business: Improving Financial and Business Management at the Department of Defense United States. Congress. Senate. Committee on Homeland Security and Governmental Affairs. Subcommittee on Federal Financial Management, Government Information, Federal Services, and International Security, 2008 |
| department in a business: Business Methods in the War Department United States. War Department. Board on Business Methods, 1889 |
| department in a business: Small Business and Procurement, Department of Commerce United States. Congress. Senate. Select Committee on Small Business, 1950 |
| department in a business: United States Department of Commerce Field Offices Help Business United States. Department of Commerce, 1972 |
| department in a business: The Horizontal Organization Frank Ostroff, 1999-02-04 The vertical/functional hierarchy has been the mainstay of business since the industrial revolution. But it has its problems. In fact, the vertical design all but guarantees fragmented tasks, overspecialization, fiefdoms, turf wars, the urge to control from the top--all the negatives that foster organizational paralysis. In The Horizontal Organization, Frank Ostroff provides executives with the first truly viable alternative to the age-old vertical alignment. Indeed, he offers nothing less than the first full view of what the organization of the future looks like and how it works. The concept of horizontal organization has been hailed in Fortune as a model corporation for the next fifty years and in a Business Week cover story as the real thing. But until now, management books have offered only piecemeal accounts of what the organization of the future might look like. Ostroff, a key developer of the concept of the horizontal organization, offers the first workable road map. He describes what the horizontal organization is, what it looks like, why it is important, how it helps improve performance, where it is appropriate, and how to develop it. The book contains real case examples that show how major international corporations (and one federal agency) have used Ostroff's concepts to meet their competitive goals. For instance, we see how Ford Motor Company's Customer Service Division turned to the horizontal organization to meet a highly ambitious goal--to get the customer's car fixed right, on time, the first time, at a competitive price, in convenient locations. We see how a horizontal design radically improved the performance of OSHA (the federal agency that oversees occupational safety), transforming it from a bureaucratic enforcer of regulations to a proactive problem-solver in a concerted effort to improve working conditions and save lives. And we see how Xerox combined both vertical and horizontal designs successfully, a case that underscores when a firm can best use the horizontal organization to achieve their goals. Ostroff also looks at a General Electric plant in North Carolina, Motorola's Space and Systems Technology Group, and the home finance division of Barclays Bank, highlighting how these major corporations have also used the horizontal organization to radically improve productivity. Many successful business books, such as Reengineering the Corporation and Beyond Reengineering, have given managers only a piece of the puzzle. Ostroff gives us the complete picture. The Horizontal Organization offers the first usable roadmap to the twenty-first-century firm. It is a book everyone who desires to radically improve the performance of their organization will want to read. |
| department in a business: The Business Playbook Chris Ronzio, 2021-10-05 Entrepreneur, CEO, or business leader: no matter your title, the success of your company is a responsibility-and weight-that lies squarely on your shoulders. In the beginning, increased control was an asset that bought you peace of mind. But now, without the structure your business needs to thrive, you're overworked, overwhelmed, and unsure of the path ahead. Fortunately, everything that makes your company work can be captured and put to work for you. In The Business Playbook, serial entrepreneur Chris Ronzio walks you through his proven framework for building a playbook: the profile of your business, the people who work in it, the policies that guide it, and the processes that operate it. He shows you how to codify your culture and create a living document that allows you to let go of day-to-day responsibilities and empower your team to run the business without you. If you want to build a company that doesn't rely on you putting in more hours, this book will show you the way. |
| department in a business: Government In Business: Leading Or Lagging? Hwee Hua Lim, 2021-02-09 The evergreen debate over government's involvement in business continues in earnest. Participants straddle all stakeholder groups, from the state itself to the private sector to the public at large. Add to that debate increasing globalisation, and now de-globalisation, and the advent of technological advances. Criticism is often levelled at a government that is slow to act or one that belatedly introduces damning regulations. Many governments are already saddled with demands spanning mega infrastructural development to bulging fiscal deficits to evening out growth across the population. The politics of the day are however synonymous with short-termism. The Covid-19 pandemic has increased the bailout burden even more. The author attempts to provide a fair assessment of the potentially complementary roles that the public and private sectors can play in a fast-changing global economy, amidst the shifting expectations of society.Related Link(s) |
| department in a business: Doing Business with the Department of Defense United States. Department of Defense, 1979 |
| department in a business: Subcommittee Report on Business Enterprises of the Department of Defense United States. Commission on Organization of the Executive Branch of the Government (1953-1955). Committee on Business Organization of the Department of Defense, 1955 |
| department in a business: Liquid Legal Kai Jacob, Dierk Schindler, Roger Strathausen, 2016-12-01 This book compels the legal profession to question its current identity and to aspire to become a strategic partner for corporate executives, clients and stakeholders, transforming legal into a function that creates incremental value. It provides a uniquely broad range of forward-looking perspectives from several different key-players in the legal industry: in-house legal, law firms, LPO’s, legal tech, HR, associations and academia. This publication is a platform for leading legal professionals that offers a new perspective on the accelerating transformation in legal. Combining expert contributions with editorial insights, it argues that the new legal function will shift from a paradigm of security to one of opportunity; that future corporate lawyers will no longer primarily be negotiators, litigators and administrators, but that instead they will be coaches, arbiters and intrapreneurs; that legal knowledge and data-based services will become a commodity; and that analytics and measurement will be key drivers of the future of the profession. A must-read for all legal professionals, this book sets the course for revitalizing the profession. |
| department in a business: Fundamentals of Business Process Management Marlon Dumas, Marcello La Rosa, Jan Mendling, Hajo A. Reijers, 2018-03-23 This textbook covers the entire Business Process Management (BPM) lifecycle, from process identification to process monitoring, covering along the way process modelling, analysis, redesign and automation. Concepts, methods and tools from business management, computer science and industrial engineering are blended into one comprehensive and inter-disciplinary approach. The presentation is illustrated using the BPMN industry standard defined by the Object Management Group and widely endorsed by practitioners and vendors worldwide. In addition to explaining the relevant conceptual background, the book provides dozens of examples, more than 230 exercises – many with solutions – and numerous suggestions for further reading. This second edition includes extended and completely revised chapters on process identification, process discovery, qualitative process analysis, process redesign, process automation and process monitoring. A new chapter on BPM as an enterprise capability has been added, which expands the scope of the book to encompass topics such as the strategic alignment and governance of BPM initiatives. The textbook is the result of many years of combined teaching experience of the authors, both at the undergraduate and graduate levels as well as in the context of professional training. Students and professionals from both business management and computer science will benefit from the step-by-step style of the textbook and its focus on fundamental concepts and proven methods. Lecturers will appreciate the class-tested format and the additional teaching material available on the accompanying website. |
| department in a business: Doing Business with the U.S. Department of Justice , 1994 |
| department in a business: Business Systems Modernization at the Department of Defense United States. Congress. House. Committee on Government Reform. Subcommittee on Government Management, Finance, and Accountability, 2005 |
| department in a business: Small Business and Procurement, Department of Defense United States. Congress. Senate. Select Committee on Small Business, 1950 |
| department in a business: Small Business Index to Selected Publications of the U.S. Department of Commerce United States. Bureau of Foreign and Domestic Commerce, 1947 |
| department in a business: Survey of Current Business , 1947 |
Department of Planning and Development - Fairfax County
The mission of the Department of Planning and Development is to promote livable communities which enhance the quality of life for the present and the future. Our purpose is to provide …
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Office Locations | Family Services - Fairfax County
We support families and county residents of all ages and stages of life. Join our online community and engage with us through social media. #FairfaxCountyFamilyServices.
U.S. Department of State – Home
6 days ago · Leading America’s foreign policy to advance the interests and security of the American people. The American Revolution gave birth to a nation and helped define its …
List of federal agencies in Northern Virginia - Wikipedia
The following Federal Agencies are headquartered in Northern Virginia. Agencies with approximately 10,000+ employees, or a $10 billion+ budget are in bold.
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Fairfax County, VA – The Fairfax County Police Department actively engages with the community by participating in and hosting a variety of events. These include police district station events, …
DEPARTMENT Definition & Meaning | Dictionary.com
Department definition: a distinct part of anything arranged in divisions; a division of a complex whole or organized system.. See examples of DEPARTMENT used in a sentence.
Department of Planning and Development - Fairfax County
The mission of the Department of Planning and Development is to promote livable communities which enhance the quality of life for the present and the future. Our purpose is to provide …
Find Your Local Department - Virginia Department of Social …
Many questions or issues can only be resolved through your local department of social services agency. To find your local department of social services, please either use the search bar …
Reston District Police Station | Police - Fairfax County
The motto for Reston Station is "Engaging our Community to Enhance a Solid Foundation of Trust". The Reston area continues to be one of the safest communities in Fairfax County, and …
Herndon-Reston District Office | Health - Fairfax County
To provide residents with convenient, accessible care, the Fairfax County Health Department is offering walk-in hours for immunizations, pregnancy testing, maternity intake services, …
Health Department - Fairfax County
Fairfax County Health Department provides services at locations throughout the county, Monday to Friday, 8 a.m. to 4:30 p.m. The Health Department’s main information line is 703-246-2411. …
Office Locations | Family Services - Fairfax County
We support families and county residents of all ages and stages of life. Join our online community and engage with us through social media. #FairfaxCountyFamilyServices.
U.S. Department of State – Home
6 days ago · Leading America’s foreign policy to advance the interests and security of the American people. The American Revolution gave birth to a nation and helped define its …
List of federal agencies in Northern Virginia - Wikipedia
The following Federal Agencies are headquartered in Northern Virginia. Agencies with approximately 10,000+ employees, or a $10 billion+ budget are in bold.
Official News and Information from the Fairfax County Police Department
Fairfax County, VA – The Fairfax County Police Department actively engages with the community by participating in and hosting a variety of events. These include police district station events, …
DEPARTMENT Definition & Meaning | Dictionary.com
Department definition: a distinct part of anything arranged in divisions; a division of a complex whole or organized system.. See examples of DEPARTMENT used in a sentence.
