Community colleges have been challenged to increase their graduation, transfer, and general success rates. Because they serve the largest proportion of nontraditional students and students of color, their participation in programs to enhance the number of college graduates contributes to social equity and justice. One of the biggest obstacles has been students who enter the developmental pipeline and never emerge to the college level, and hence cannot qualify to graduate or transfer. This chapter speaks to several governmental and nongovernmental initiatives to assist developmental education students achieve academic success.
The aim of the article is to substantiate the methodological approaches of scenario planning in the management of biofuel production development. The following methods were used in order to achieve the goal: cross-factor analysis, scenario planning method, expert methods, and scenario tree. The study analyzed primary energy consumption by economic sector and the total supply of primary energy by source, resulting in a declining supply of non-renewable energy sources such as oil, gas, coal and growing supply of biomass and waste, which was a source of biofuel production. The grouping of biofuel properties from the point of view of its attractiveness as an alternative energy resource was carried out. Factors that can negatively affect the pace of development of biofuel production are systematized. Dominant factors that had a critical impact on the development of biofuels have been identified: fluctuations in prices for electricity production in the traditional way, change in the popularity of greenhouse gas emission reduction programs, fluctuations in the use of electric vehicles, fluctuations in prices for fossil fuels, change in funding for programs to reduce environmental pollution and climate change. Stages of scenario planning with the use of cross-factor analysis were offered. A scenario tree model was formed. A matrix of cross-influence was constructed using expert evaluation and a scale of relations. The procedure of cross-influence and determination of dominant factors influencing the development of the activity “biofuel production” was proposed, which was characterized by the use of cross-factor analysis, which allowed assessing the probability of scenarios, establishing the interaction between them, and further calculating the expected effect from the implementation of measures. Applied research results and scenario assessments of the development potential of this area of activity can be used by entrepreneurs in the context of development and further implementation of investment projects for biofuel production.
The article considers technology as a component of organization core capabilities. The technology is broadly described as a set of formalized knowledge. The main task of any technology is framed; this task involves determining the structure of a process and the methods by which its individual operations are carried out. The term "management technology" is defined. As opposed to the available definitions, the new one emphasizes a set of formalized knowledge about the implementation of the process of management in regard to the composition and sequence of its stages and operation, the list of input and output information on operations, the description of methods for obtaining and transforming input information and professional qualification requirements to managerial staff. It is proved that management technology allows managers to execute clearly coordinated actions without additional instructions via formalizing. It is justified that the knowledge of management technology should be formalized according to the logical patterns of the management process and its stages, reflecting the structure of the process and the relationship among its components. Using a special form of an information model -the informogram of the management process is suggested as a way of formalizing; it contains information on the composition and methods of executing each stage and operation. The stage of the management process, that is monitoring, is formalized. The composition of strategic monitoring operations is determined; these operations are scanning the external environment of the direct action, interpreting information on the external environment of the direct action, scanning the external environment of the indirect influence, identifying significant weak signals, scripting, composing industrial success factors. The logical pattern of the implementation of strategic monitoring and its informogram are suggested. They make up the monitoring technology as the stages of the management process and appear as the formalized knowledge of its implementation. Thus, the organizational routine describing the sequence of standard operations which provide an opportunity to coordinate the activities of management personnel is obtained.
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