Częstochowa, Poland

Data Analysis and Big Data in Management

Analiza danych i Big Data w zarządzaniu

Language: Polish Studies in Polish
University website: pcz.pl/en
Analysis
Analysis is the process of breaking a complex topic or substance into smaller parts in order to gain a better understanding of it. The technique has been applied in the study of mathematics and logic since before Aristotle (384–322 B.C.), though analysis as a formal concept is a relatively recent development.
Big Data
Big data is data sets that are so voluminous and complex that traditional data-processing application software are inadequate to deal with them. Big data challenges include capturing data, data storage, data analysis, search, sharing, transfer, visualization, querying, updating, information privacy and data source. There are a number of concepts associated with big data: originally there were 3 concepts volume, variety, velocity. Other concepts later attributed with big data are veracity (i.e., how much noise is in the data) and value.
Data
Data ( DAY-tə, DAT-ə, DAH-tə) is a set of values of qualitative or quantitative variables.
Data Analysis
Data analysis is a process of inspecting, cleansing, transforming, and modeling data with the goal of discovering useful information, suggesting conclusions, and supporting decision-making. Data analysis has multiple facets and approaches, encompassing diverse techniques under a variety of names, in different business, science, and social science domains.
Management
Management (or managing) is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources. The term "management" may also refer to those people who manage an organization.
Analysis
[A]t the close of the Middle Ages, when the so-called Arabic figures became established throughout Europe with the symbol 0 and the principle of local value, immediate progress was made in the art of reckoning. The problems... led up to the general solutions of equations of the third and fourth degree by the Italian mathematicians of the sixteenth century. Yet even these discoveries were made in somewhat the same manner as problems in mental arithmetic are now solved in common schools; for the present signs of plus, minus, and equality, the radical and exponential signs, and especially the systematic use of letters for denoting general quantities in algebra, had not yet become universal. The last step was definitively due to... Vieta... and the mighty advancement of analysis resulting therefrom can hardly be measured or imagined.
Thomas J. McCormack, "Joseph Louis Lagrange. Biographical Sketch" (1898) in his translation of Joseph Louis Lagrange, Lectures on Elementary Mathematics (1898); 2nd edition (1901) p. viii.
Management
Management is defined here as the accomplishment of desired objectives by establishing an environment favorable to performance by people operating in organized groups. Each of the managerial functions (planning, organizing, staffing, , directing, and controlling) is analyzed and described in a systematic way. As this is done, both the distilled experience of practicing managers and the findings of scholars are presented. This is approached in such a way that the reader may grasp the relationships between each of the functions, obtain a clear view of the major principles underlying them.
Harold Koontz and Cyril O'Donnell. Principles of Management; An Analysis of Managerial Functions. 1968, p. 1
Management
Administration is the most obvious part of government; it is government in action; it is the executive, the operative, the most visible side of government, and is of course as old as government itself.
Woodrow Wilson, "The Study of Administration," Political Science Quarterly, Vol. 2, No. 2 (June, 1887), pp. 197-222.
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