internal improvements

(noun)

A term used historically in the United States for public works from the end of the American Revolution through much of the nineteenth century, mainly for the creation of a transportation infrastructure, including roads, turnpikes, canals, harbors, and navigation improvements.

Related Terms

Examples of internal improvements in the following topics:

  • The Role of the Government

    • The American System advocated a strong federal government and a program of internal improvements, protective tariffs, and a central bank.
    • Internal improvements consisted of public works mainly for the creation of a transportation infrastructure, including roads, turnpikes, canals, harbors, and navigation improvements.
    • The national system of internal improvements was never well funded in this period, as debates raged about the constitutionality of federal involvement in state improvement projects.
    • Tariffs faced opposition from southern planters, internal improvements were labelled unconstitutional by anti-Federalists, and the National Bank eventually lost its charter.
    • " The cages are labeled: "Home, Consumption, Internal, Improv. "

  • Internal Stakeholders

    • Other interests may vary between the different types of internal stakeholders.
    • Understanding what social causes are important to employees and acting on them can produce benefits including increased employee engagement and satisfaction, higher performance, and improved retention.
    • A manager is an example of an internal stakeholder.
    • This diagram describes a company's typical stakeholders, both internal and external.
    • Differentiate between external and internal stakeholders, with a particular focus on the ethical responsibilities an organization has to its internal stakeholders

  • TQM

    • If the person has any influence on the wages the worker receives, that person can be thought of as an internal customer.
    • An effective supervisor with a good team of workers will certainly satisfy his or her internal customers.
    • Empower Workers: One area of satisfying the internal suppler is by empowering the workers.
    • This not only takes the burden off the supervisor, but it also motivates these internal suppliers to do better work.
    • The third principle of TQM is continuous improvement.

  • Total Quality Management (TQM)

    • Continuous improvement: There is no perfect system.
    • Process improvements must be continuous.
    • All of these elements emphasize the importance of improving quality by empowering employees, providing adequate training, and building a continuous organizational culture of improvement.
    • The idea here is to improve while continuing to fulfill customer needs through effective use of internal resources and process management.
    • In many cases, organizations use the Baldrige criteria as a guide for their internal quality efforts rather than competing directly for the award.

  • Philosophies

    • Quality management adopts a number of management principles that can be used to guide organizations towards improved performance.
    • Quality management adopts a number of management principles that can be used by top management to guide their organizations towards improved performance.
    • An organization attains customer focus when all people in the organization know both the internal and external customers and also what customer requirements must be met to ensure that both the internal and external customers are satisfied.
    • They should go for creation and maintenance of such an internal environment, in which people can become fully involved in achieving the organization's quality objective.
    • Continual improvement: One of the permanent quality objectives of an organization should be the continual improvement of its overall performance.

  • Managerial Accounting

    • Through integrating accounting knowledge with strategic decision-making, organizations can improve performance, refine strategy, and mitigate risk.
    • Through this integration, organizations can improve their decision-making to strategic value in the form of improved performance and mitigated risks.
    • Managerial accounting creates additional documents used for internal, strategic decision-making.
    • Managerial accounting is inherently flexible, and drives towards maximizing internal efficiency through careful consideration of opportunity costs and various customized metrics.

  • Lean thinking summarized into ten concise steps

    • Create a culture of continuous improvement.
    • For more information about lean thinking visit the Lean Thinking Institute at www.lean.org. updated formattingThe international arm of the Lean Thinking Institute is located at www.leanglobal.org.

  • Preservation

    • The first is internal and involves the collection and analysis of real-time measurement in production processes and product use.
    • The second form is external and includes keeping ahead of laws and legislation, industry improvements, directives from customers (e.g. scorecards' insisting that packaging or toxins be reduced), disruptive trends, and other forms of change.

  • Employee Development

    • A core function of human resource management is development—training efforts to improve personal, group, or organizational effectiveness.
    • Human resource development consists of training, organization, and career-development efforts to improve individual, group, and organizational effectiveness.
    • Senior management invests in employees in a top-down manner, hoping to develop talent internally to reduce turnover, increase efficiency, and acquire human resource value.
    • What this essentially means is that human resources departments, in addition to their other responsibilities of job design, hiring, training, and employee interaction, are also tasked with helping others improve their career opportunities.
    • It is often more economical in the long run to improve on existing employee skill sets, as opposed to investing in new employees.

  • The International Monetary Fund (IMF)

    • The IMF seeks to promote international economic cooperation, international trade, employment, and exchange rate stability.
    • Through this activity and others, such as surveillance of its members' economies and policies, the IMF works to improve the economies of its member countries.
    • The organization's stated objectives are to promote international economic cooperation, international trade, employment, and exchange rate stability, including by making financial resources available to member countries to meet balance of payments needs.
    • It is based on a basket of key international currencies.
    • This activity is known as "surveillance" and facilitates international cooperation.