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Journal articles on the topic 'Divisional organizational structure'
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1
Fairfield, Kent D. "Understanding Functional and Divisional Organizational Structure." Management Teaching Review 1, no. 4 (August 3, 2016): 242–51. http://dx.doi.org/10.1177/2379298116661843.
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Most management students have had limited exposure to issues concerning organizational structure. This exercise offers a brief in-class experience of the differences of working in a functional structure versus a divisional structure. The instructor guides students to think about certain events, or challenges, confronting their simulated organization. Some of these challenges are best handled by a functional organizational structure, while others are much more taxing if organized that way. Conversely, a divisional organization can produce agile responses to certain initiatives but poses difficulties in coordinating across multiple divisions. Students can begin to sense how structure exerts a major influence on decision making.
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Kudełko, Jan. "Structurization of mining companies." Gospodarka Surowcami Mineralnymi 32, no. 4 (December 1, 2016): 157–80. http://dx.doi.org/10.1515/gospo-2016-0031.
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Abstract A structure is defined as a combination of organizational units and business processes by technological, organizational, hierarchical and other bonds. It is one of the management tools. Mining companies are characterized by a dynamic and static structure. A dynamic structure includes technological processes, which are determined by mining technology, the organization of mining works and a work system. The static structure consists of technological processes infrastructure and includes a group of organizational units connected by the specific standards and processes of their operation. The type of the structure, particularly in its static part, is defined considering the hierarchy and organizational units classification. Taking the hierarchy into account, we distinguish: linear, functional, linear-staff and matrix structures. Considering organizational units classification, we distinguish: functional, divisional, processing and mixed structures. Each structure can be described by the following features: specialization, hierarchization, centralization and formalization. The features mentioned above have a significant impact on the mining company activity. The dynamic structure of a mining company, considering basic and support technological processes, is described in the paper. Concerning static structures, special attention was paid to functional structures in the one-unit mining company, as well as on divisional structures of the multi-unit mining enterprise. Analyses of organizational structures of selected mining companies indicate that functional structures are suitable for small or one-unit mines. In the case of large mining companies, which through the dynamic development become the global operators of several mines/projects localized in different geographical regions or countries, their organizational structure should change from functional toward divisional.
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Tsetsekos, George. "Managerial Decisions, Internal Organization Structure, And Agency Considerations." Journal of Applied Business Research (JABR) 4, no. 4 (October 26, 2011): 66. http://dx.doi.org/10.19030/jabr.v4i4.6394.
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This paper deals with issues related to productive inefficiencies that occur at a divisional level of a multinational firm. More specifically, the paper introduces an additional consideration in the agency relationship, namely, the internal organization structure. It is argued that the internal organization structure imposes restrictions on the behavior of divisional managers resulting in financial decisions characterized by short-term orientation and risk aversion. These suboptimal financial decisions generate organizational costs, called managerial regulatory costs, which should be distinguished from agency-type costs.
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Kiruba Nagini R., S. Uma Devi, and Sayed Mohamed. "A Proposal on Developing a 360° Agile Organizational Structure by Superimposing Matrix Organizational Structure with Cross-functional Teams." Management and Labour Studies 45, no. 3 (July 27, 2020): 270–94. http://dx.doi.org/10.1177/0258042x20922108.
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With the growing business opportunities and expanding boundaries, the organizational structure of the companies is becoming highly dynamic with several levels flattened out and branching out horizontally, instead of being vertical. With agility required in all fast-evolving organizations, it is essential to check out for the suitability of the modern organizational structures prevalent, being classified by Mintzberg as ‘entrepreneurial or simple structure, machine bureaucracy, professional bureaucracy, divisional form, and adhocracy or innovative’ (Mintzberg, 1980; Lunenburg, 2012). In this article, we propose a 360° Agile organizational structure which is a hybrid of the matrix organizational structure superimposed with cross-functional teams (CFTs). This article discusses the possibilities of forming smaller teams without compromising the incidence of the essential ‘skills– talents–competencies’, necessary for every single project, thereby superimposing the matrix organizational structure and the CFTs. This article also discusses the advantages and disadvantages of this proposed organizational structure. A possible cross-check with regard to the scalability issues has also been made with the Scaled Agile Framework (SAFe®) agile HR practices.
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Yulianti, Devi, and Dedy Hermawan. "DESIGNING AN EFFECTIVE ORGANIZATIONAL STRUCTURE TO ACHIEVE PUBLIC ORGANIZATION OBJECTIVE (CASE STUDY IN PT. PTPN VII LAMPUNG)." Spirit Publik: Jurnal Administrasi Publik 10, no. 1 (April 1, 2015): 93. http://dx.doi.org/10.20961/sp.v10i1.900.
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<p>This research is about the design of organization structure to create the effective public organization which is located in PT. Perkebunan Nusantara VII (Persero) Lampung. This research is aimed to describe and analyze the relation between the design of organization structure of PTPN VII (Persero) with the company goals in creating the effective corporation. This study used qualitative approach with descriptive method. The data was collected using documentation tehcnique and the data analysis was using reduction and conclusion technique. The results of this research were three main points. First, PTPN VII (Persero) has used the divisional structure. Second, there were some alterations in divisional structure each year from 2008 until 2012. Third, the divisional structure of PTPN VII (Persero) hasn’t been able to support the achievement of company goals so that this corporation is no yet effective. The conclusion of this research is that the design of organization structure of PTPN VII (Persero) is not effective to reach the company goals.</p><p> </p><p>Keywords: organization, organization structure, and organization effectiveness. </p>
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Renard, Monika K., William J. Ritchie, and Charles J. Fornaciari. "Secondhand Goods, Firsthand Knowledge: An Organizational Structure Exercise At The Local Flea Market." Journal of Business Case Studies (JBCS) 4, no. 7 (July 1, 2011): 27. http://dx.doi.org/10.19030/jbcs.v4i7.4793.
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We developed a unique and enjoyable field trip exercise to challenge students to identify various organizational structures and their properties and dimensions present in the local flea market. Drawing on students review of common organizational structures, i.e., simple, functional, multi-divisional, and network, this exercise requires that individuals or small groups of students visit a local flea market to observe and analyze the numerous organizational structures apparent. Students then use a given report format to identify: the properties of organizations; distinct organizational structures on varying levels of analysis (the market as a whole, areas of specialization, and vendors); and the dimensions seen in organizations (specialization, span of control, formalization, and centralization). In-class discussion of the topic, using discussion questions provided, further clarifies the concepts that students viewed in practice at the flea market.
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Shinkevich, Alexey, Naira Barsegyan, Vladimir Petrov, and Tatyana Klimenko. "Transformation of the management model of a petrochemical enterprise in the context of industry 4.0 challenges." E3S Web of Conferences 296 (2021): 06008. http://dx.doi.org/10.1051/e3sconf/202129606008.
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The need to restructure, redesign or develop a management model on a scientific basis at domestic petrochemical enterprises in the context of the challenges of industry 4.0 and the prospects of industry 5.0, the transition to new management standards, the lack of qualified managers determine the importance and relevance of the problem of choosing the optimal organizational structure of enterprise management that contributes to the most effective achievement of goals. When designing and evaluating the effectiveness of organizational management structures, modeling was used using the production function, which takes into account the indicators of the use of human and material capital in the organization of production. The article summarizes the research and development that allows us to assess the current level of development of organizational structures of petrochemical enterprises in domestic and foreign science and practice. It is proposed to calculate the ranges of indicators of the effectiveness of the management system, depending on the type of organizational structure of management. As a hypothesis, it is noted that with organic types of organizational structures, the level of resource saving is higher than with divisional OSU, the level of resource efficiency of which, in turn, is higher than with mechanistic OSU. The scientific results presented in the study are of significant importance in the context of the implementation of projects on strategies for the development of organizational structures of petrochemical enterprises.
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Li, Xun, Clyde W. Holsapple, and Thomas J. Goldsby. "The structural impact of supply chain management teams." Management Research Review 42, no. 2 (February 18, 2019): 290–310. http://dx.doi.org/10.1108/mrr-04-2018-0163.
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Purpose In today’s constantly evolving global business environment, multidivisional firms (MDFs) require an organizational structure for supply chain management (SCM) that facilitates the development of supply chain agility. This research aims to investigate what structural elements of an MDF’s SCM team contribute to supply chain agility. Design/methodology/approach A two-sample field study was conducted. Four MDFs with top-performing supply chains (Sample 1) were first studied to identify agility-supporting structural elements. Then, quantitative data from 35 MDFs with contrasting levels of supply chain agility (Sample 2) were collected to test the theoretical propositions advanced from Sample 1 findings. Findings The results reveal four structural elements that exert a positive impact on an MDF’s supply chain agility: hierarchical position of the divisional top supply chain executive, scope of divisional supply chain operations, hierarchical position of the top supply chain executive at the headquarters and scope of SCM coordination by the headquarters. Originality/value First, this study provides a comparatively comprehensive understanding of the SCM organization structure in MDFs. Second, this study is one of the first to provide empirically supported theoretical insights about the linkage between an MDF’s organizational structure for SCM and supply chain agility.
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Riahi-Belkaoui, Ahmed. "The Impact of the Multi-divisional Structure on Organizational Slack: The Contingency of Diversification Strategy." British Journal of Management 9, no. 3 (September 1998): 211–17. http://dx.doi.org/10.1111/1467-8551.00085.
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Buhaichuk, K. L. "Organizational structure of a state agency: concept, typology and directions of application to the system of the National Police of Ukraine." Bulletin of Kharkiv National University of Internal Affairs 82, no. 3 (November 27, 2018): 40–54. http://dx.doi.org/10.32631/v.2018.3.04.
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The author of the paper has analyzed the general theoretical approaches to determining the content and characteristics of the organizational structures of state agencies; has formulated the key principles for the formation of organizational structures. Based on the research of scientific works on the theory of public administration, administrative law, management, public management, the author has formulated own definition of the concept of “organizational structure of the National Police of Ukraine”.
The author has offered to understand it as a set of interrelated positions, structural and separate units of the National Police, which constitutes a single system of units and levels of management, and is formed in order to accomplish the assigned tasks for the provision of police services and implementation of assigned powers. It is established by regulatory acts adopted by the authorized agencies (individuals) within their own competence in compliance with a specific procedure.
The routine activities of the National Police of Ukraine are carried out in strict order determined by the regulatory acts, are characterized by a high formality of management procedures, constant organizational relations, and therefore its organizational structure belongs to rigid (bureaucratic) type structures according to its characteristics.
If we consider the system of the National Police of Ukraine on the national scale, its organizational structure refers to the divisional type, since it contains relatively separate territorial and interterritorial units that have certain autonomy in exercising their activities and management decisions. If we consider organizational structures of the central apparatus, territorial and interterritorial agencies, then their structures belong to the linear and functional type.
The results obtained by the author are an integral part of the author’s research on the topic “Public management within the National Police of Ukraine” and can be used in carrying out similar fundamental and applied research in the field of optimization of management activities of state and law enforcement agencies.
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Ayoob, S. M. "Senior Citizens and Their Roles in Family and Household." Journal of Politics and Law 13, no. 2 (May 15, 2020): 32. http://dx.doi.org/10.5539/jpl.v13n2p32.
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The family is considered as the most important and outstanding primary group in the society. The extended family type is diminishing in the modern era due to multiple and unavoidable reasons. However in some countries, people give their support to preserve extended family system at least keeping their senior citizens in the same household. Senior citizens also play active roles by supporting the family members in numerous ways. This study was conducted to identify the living arrangements, roles played by the senior citizens in family and household and the reasons behind the active role taking behavior among senior citizens. Out of 20 Divisional Secretariat Divisions in Ampara district, 08 Divisional Secretariat Divisions where Muslims predominantly live have been selected as the study area using simple random sampling method. The sample size is 392. The primary data was collected from key informant interviews, case studies and focus group discussions. The study highlighted that 95% of the senior citizens in the study area are living with their family members. Maintaining household activities, guiding the family members, providing counselling, providing security, socialization, mediating, providing monetary support and mobile role are the major roles played by senior citizens. The reasons for this active role taking behaviour are physical fitness and healthy lifestyle of senior citizens, disaster situation, economic condition, loneliness and isolation, lack of organizational structure and social recognition in study area. Beyond their old age, the contribution of senior citizens to the family is immeasurable.
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Raveendran, Thaneswary, and Aruna Shantha Gamage. "The Mediating Effect of Organizational Commitment in the Impact of Transformational Leadership Style on Employee Performance: A Study of Divisional Secretariats in the Jaffna District." International Journal of Human Resource Studies 9, no. 2 (April 7, 2019): 116. http://dx.doi.org/10.5296/ijhrs.v9i2.14623.
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The purpose of this study is to examine the mediating effects of organizational commitment on the relationship between transformational leadership style and employees’ job performance in the Divisional Secretariats in Jaffna District. 287 employees were selected for this study. Leadership styles were measured using MLQ Rater Form 5-x, employee performance was measured using job performance Scale and organizational commitment was measured using Organizational Commitment Questionnaire. Exploratory factor analysis was performed to get factor structure and confirmatory factor analysis performed to confirm the validly and reliability of the study instruments. The results revealed that transformational leadership has a positive impact on job performance and on organizational commitment. It was also found that organizational commitment doesn’t have a mediating effect in the impact of transformational leadership on employee performance. The findings also revealed that organizational commitment doesn’t have impact on employee performance. This study recommends that the leaders should pay more attention in their leadership style as a way to improve employee performance. This study further suggests that future researchers should cover larger samples and the other public sector organizations to better understand the relationship between the variables.
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Zhurakovskaya, Vera M., and Olga A. Olicheva. "Project portfolio management in an educational organization." Vestnik of Samara State Technical University Psychological and Pedagogical Sciences 18, no. 2 (July 9, 2021): 87–100. http://dx.doi.org/10.17673/vsgtu-pps.2021.2.7.
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The paper raises the problem of project management in the educational process of a comprehensive school, which ensures the growth of teachers professionalism. The purpose of the paper is to develop a structure for managing a portfolio of projects that ensures the implementation of strategies for educational organization (EО) development, an increase in the professionalism of teachers. The methodological justification for the development of a project portfolio management structure is the theory of project management, the project management methodology Scrum. The research resulted in a developed temporary organizational structure for managing a portfolio of projects in EО. Scientific relevance is the development of a project portfolio management structure in EО from the standpoint of an integrative approach, expressed in the integration of knowledge related to the management of project teams of teachers, the essence of Scrum project management technology, the use of the Trello electronic service, which provides effective management of a project portfolio, including the online mode. The theoretical significance of the solution to the project management problem proposed in the paper is the theoretical positions underlying the description of the temporary organizational structure of project portfolio management, as one of the options for a hybrid structure divisional adhocracy. The practical significance lies in the development of a specific temporary organizational structure for managing club teams of teachers implementing projects in the lyceum in Istra, which can be used in educational practice. An analysis of the results of experimental work on the professional development of teachers of an educational organization through the inclusion of teachers in the implementation of projects related to the solution of professional problems showed a positive dynamics of the levels of teachers professional development. This allowed the authors of the paper to consider the developed pedagogical means of teachers professional development of educational institutions to be effective.
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Demessinov, Т. Zh, R. K. Konuspaev, and Zh Z. Oralbaeva. "Prerequisites for the emergence and importance of strategic planning in the activities of modern enterprises." Bulletin of the National Engineering Academy of the Republic of Kazakhstan 1, no. 79 (February 15, 2021): 151–56. http://dx.doi.org/10.47533/2020.1606-146x.74.
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This article discusses the emergence and importance of strategic planning in the activities of modern enterprises, the need for more effective procedures and strategic planning systems. Particular attention is paid to the dynamics of the spread and introduction of the strategic planning system in the practice of management of American companies in the 70s early 80s. The constructive role of long-term planning in the further evolution of intrafirm strategic planning is seen in the fact that, as its shortcomings were revealed, the possible and necessary ways to eliminate them became clearer. It is possible to conclude that the processes of diversification had a very direct impact on the creation of conceptual approaches that formed the basis for strategic planning. Primarily, the segmentation of the entire range of business operations of the firm is dividing them according to certain pre-selected criteria into internally more or less homogeneous and, therefore, more manageable parts. A definite step in this direction has already been taken with a broad introduction into corporate practice of a divisional (or separate) organizational structure.
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Jackson, John J. "Organizational Structure." Journal of Sport Management 1, no. 1 (January 1987): 74–81. http://dx.doi.org/10.1123/jsm.1.1.74.
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Sport has a multitude of organizations, which are social systems organized for the attainment of particular types of goals. Organizations are characterized by divisions of labor, power, and communication responsibilities through which regularities such as task allocation, supervision, and coordination are developed. Such regularities constitute the organization’s structure, which is described here in terms of formal relations and communication.
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Straková, Jarmila, Jan Váchal, Jaroslav Kollmann, and Milan Talíř. "Development trends in organizational and management structures." Problems and Perspectives in Management 19, no. 2 (July 6, 2021): 495–506. http://dx.doi.org/10.21511/ppm.19(2).2021.39.
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Development trends in management and organizational structures are considered one of the limitations of the ongoing transformation of the company architecture of enterprises in the Czech Republic. This study is based on the survey data of over 450 enterprises in different sizes and sector categories conducted in 2016–2019. Statistical dependence between the type of organizational structure and size of an enterprise is confirmed with a trend of transition to a department-based organizational structure at the expense of a division-based structure. A high degree of statistical dependence is found between the number of management levels and size of a company. However, a low level of statistical dependence is found between the number of management levels and the sector type. Dependence between management structure/size of an enterprise and its profitability is not confirmed. A critical strategic task for companies is acceleration of the transformation of the company architecture, including the organizational framework, and intensification of the innovation and digitalization based on a transfer of new knowledge into corporate practice. If enterprises accomplish this strategic task, they will generate higher value and they can be more profitable and sustainable. A transfer from classical management structures to departmental structures is demonstrated, which creates preconditions for transformation in process and project management. A new finding is an independent relationship between management structure/size of an enterprise and its profitability; and an opposite trend considering the number of management levels compared to the prediction, i.e., their decrease.
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Yaschenko, Sergei, Vladimir Polyakov, and Tatiana Sabitova. "Organizational structures of mining companies: composition and development." SHS Web of Conferences 106 (2021): 01011. http://dx.doi.org/10.1051/shsconf/202110601011.
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The organizational structures of large companies from the same industry are typical. But the geographic, economic and political conditions of activity impose some particularities on them. In-depth analysis of the organizational structure allows us to notice these external factors and identify the internal characteristics and management model. The paper studies the organizational structures of large potash mining companies. The criteria for identifying the structural divisions of companies are determined, conclusions are drawn about the most typical organizational structures in the industry, the most likely ways of developing the corresponding management models are considered.
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Li, Siguang, and Xi Weng. "Partial centralization in three-division organizations." Nankai Business Review International 5, no. 2 (May 27, 2014): 187–210. http://dx.doi.org/10.1108/nbri-11-2013-0039.
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Purpose – The purpose of this paper is to investigate the optimal allocation of authority within “chain” organizations and to show when partial centralization becomes dominant in the sense of organizational performance. Design/methodology/approach – This paper takes an incomplete contract approach and uses an information transmission framework to investigate the optimal governance structure, in which non-contractible decisions must be adapted to local operating conditions, and also coordinated with the upstream and downstream divisions. We also use simulation analysis to numerically show the theoretical mapping between the underlying parameters (i.e. coordination need) and the dominant organizational structures. Findings – Partial decentralization will arise as the optimal governance structure only when the information in the middle branch is relatively concentrated or dispersive, so as to exploit the underlying information structure in the “chain” organizations. Specifically, when information is highly concentrated, direct control of the middle branch can improve coordination within firms. When the information is highly dispersive, to delegate authority to the middle branch only can improve communication. Originality/value – This paper characterizes the optimal governance structure in “chain” organizations. The findings may give some enlightenment on real authority driven by ex ante asymmetric information structures and have implications on asymmetric delegation within firms.
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Karpets, O. V., A. V. Sinitsyn, and A. V. Firsova. "METHODOLOGY FOR CHOOSING THE ORGANIZATIONAL STRUCTURE OF ENTERPRISE MANAGEMENT." Scientific Review: Theory and Practice 10, no. 9 (September 30, 2020): 2003–12. http://dx.doi.org/10.35679/2226-0226-2020-10-9-2003-2012.
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This article discusses the problem of choosing the correct and effective organizational structure of enterprise management for its correct functioning. The existing types of organizational structures of enterprise management, which are used in practice today, are analyzed, and their positive, negative sides and the type of enterprises for which they can be used are revealed. Along with this, this article discusses and describes methods for choosing an organizational structure for an enterprise. Also, during the study, internal and external factors were identified that affect the choice of an organizational structure. Based on the analysis, a methodology for choosing the most effective type of organizational structure for enterprises was drawn up. The question of choosing an organizational structure is acute for every manager at the very beginning of the operation of an enterprise, because the quality of performance of functions, both of individual divisions and of the entire enterprise as a whole, directly depends on this. Among many types of organizational structures in this study, the types of organizational structures that are most adaptable to changes in external and internal factors are identified. This study provides methods and tools for selecting the appropriate organizational structure for any enterprise. At the moment, some methods, be it goal structuring or computer modeling, are not widely used, which in turn makes it difficult to choose an effective organizational structure for enterprise management. The choice of an effective organizational structure is an extremely urgent problem today for every entrepreneur, who is interested in the stable economic activity of his or her enterprise.
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Barańska, Marzena. "Advisory bodies and their role in the organizational structure of the public broadcaster." Przegląd Politologiczny, no. 3 (September 15, 2017): 75–88. http://dx.doi.org/10.14746/pp.2017.22.3.6.
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Governance of a media company, particularly a public broadcaster, is subject to the applicable legal solutions, the economic situation of the company, the accepted management concept of this type of organization. Also of significance is the issue of the broadcaster’s organizational structure, division of powers and the terms of reference of individual divisions. A specific characteristic of the organizational structure of public radio and television in Poland is the existence of Programme boards, as units empowered by the authorities to actively participate in the company management. Referring to the activities of the Polish Television SA, this paper discusses issues related to institutional models of public media and the mutual relationships between the governing bodies of the company. Considering the subject of the publication, special attention was paid to the roles, significance and practices utilized by the programme boards in performing their tasks.
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Seifert, Tricia A., and Jeff Burrow. "Perceptions of student affairs and services practitioners in Ontario’s post-secondary institutions: An examination of colleges and universities." Canadian Journal of Higher Education 43, no. 2 (August 31, 2013): 132–48. http://dx.doi.org/10.47678/cjhe.v43i2.2505.
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Student affairs and services divisions and the partnerships and collaborations in which they engage with faculty, students, and the community form the structural centre of institutions’ approaches to student support. Although past research has identified areas typically associated with the student affairs and services portfolio and factors that influence the organizational structure, little is known about how staff perceive their institutions’ organizational structures relative to supporting student success. The purpose of this study was to understand student affairs and services staff members’ perceptions of the role organizational structure plays in their day-to-day work supporting student success in colleges and universities in Ontario. Although staff commented on their institutions’ formal organizational structures (referring to titles, reporting lines, and breadth of portfolio), their comments focused more specifically on how they saw the nature of their work and changes they have experienced in supporting student success as student bodies become more diverse.
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Friebel, Guido, and Michael Raith. "Resource Allocation and Organizational Form." American Economic Journal: Microeconomics 2, no. 2 (May 1, 2010): 1–33. http://dx.doi.org/10.1257/mic.2.2.1.
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We develop a theory of firm scope and structure in which merging two firms allows the integrated firm's top management to allocate resources that are costly to trade. However, information about their use resides with division managers. We show that establishing truthful upward communication raises the cost of inducing managerial effort compared with stand-alone firms. This effect dominates a positive effect on effort driven by competition for the firm's resources. We derive predictions about optimal firm scope and structure. In particular, we show why it is optimal to separate the tasks of allocating resources and running a division. (JEL D21, D23, D82, G34)
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Öhrling, Therese. "Increased Participation Among Cleaners as a Strategy to Improve Quality and Occupational Health." Nordic Journal of Working Life Studies 4, no. 3 (September 1, 2014): 79. http://dx.doi.org/10.19154/njwls.v4i3.4181.
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Like many other industries, today the cleaning industry is affected more than ever by competition and pressure toward low prices, which leads to a nonadvantageous situation for cleaners. These days many Swedish municipalities choose to outsource cleaning service in order to save money, although the situation for the cleaners appears to be worsening. The aim of this paper is to evaluate an alternative organizational structure within a Swedish public cleaning division to investigate how good work environment for cleaners can be combined with economical savings for a municipality. Like many other cleaning organizations, both national and international, the present cleaning division has been struggling for a long time with high levels of sick leave and early retirements. After years of unsuccessful attempts to improve the situation by reducing the physical load, cleaning managers made a decision to broaden their strategy by changing the structure of their organization. In this study, both qualitative and quantitative methods have been applied to identify and understand the effects of the organizational change, both on an individual level and on an organizational level. The results show that the organizational change, which leads to increased participation and autonomy for the cleaners, in combination with a high degree of social support, had a positive effect on job satisfaction, work motivation, and pride among the cleaners. Sick leave within the division has decreased, and both the quality and efficiency of the cleaning service have increased. It can be concluded that there are other alternative organizational structures that could be applied within the public sector and prove advantageous, both for the individual cleaners and for the municipality. Further research of similar organizational structures within the private cleaning sector is recommended.
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Eason, Ken. "Division of Labour and the Design of Systems for Computer Support for Cooperative Work." Journal of Information Technology 11, no. 1 (March 1996): 39–50. http://dx.doi.org/10.1177/026839629601100104.
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The design of systems which provide computer support for cooperative work (CSCW) has been dominated by models of collaborative teams in academic or design environments. Such settings are characterized by a relatively egalitarian power distribution and a division of labour established locally by the collaborating parties. This paper describes other types of collaborative work in which the rôles of participants are characterized by pre-established divisions of labour and unequal power distribution. A case study is presented of a collaborative group allocating and scheduling service calls in an electricity company. Using the Organizational Requirements Definition for Information Technology (ORDIT) methods for responsibility analysis a number of alternative organizational structures are described which may serve this task. The alternatives are based upon different job design structures which distribute responsibilities to work rôles by different rationales. An analysis is offered of the different CSCW systems that would be necessary to support these alternatives. The paper concludes by examining the implications of pre-established but variable organizational structures for the design of generic CSCW systems.
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Dvorkina, Margarita Y. "Development Trends of the Organizational Structure of Service Management in the Regional Libraries of the Russian Federation." Bibliotekovedenie [Russian Journal of Library Science] 67, no. 1 (April 22, 2018): 16–22. http://dx.doi.org/10.25281/0869-608x-2018-67-1-16-22.
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Publications devoted to the organizational structure of library and information services are analysed. It is shown how the organizational structure of services has historically changed; in what periods, in addition to the Reading room, there appeared Lending department, Extension library service, Reference and bibliographic division, Mass work department, Media library, Center for legal and social information, Remote library service, etc. There are proved the reasons caused the emergence of new structural divisions: changes in society and culture, growth of the number of users, increase in demand for separate types of documents, etc. There are presented characteristic features of structuring within library and information services: the category of users, the form of service provided and terms of receiving the service, the area or subject of documents, the type of documents, the language of the document text, the function performed by the employee. The analysis of structure of library and information services of 55 regional libraries of the Russian Federation is presented. There are compared the structures of these libraries in 1980 and now. It is shown that changes in the structure of library and information services are associated with the use of modern information and communication technologies, certain steps in humanization of society in relation to people with disabilities and other socially vulnerable groups of the population, with the aim to preserve the tradition of reading, regional culture, culture of small peoples, as well as the need to attract a significant number of people to the library as an information and cultural centre, and to make it attractive for the young people.
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Miksiewicz, Radosław. "Consolidated divisions and organizational structures of selected metallurgical enterprises." Scientific Papers of Silesian University of Technology. Organization and Management Series 2017, no. 108 (2017): 285–96. http://dx.doi.org/10.29119/1641-3466.2017.108.26.
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Bekoe, Regina. "Organizational Culture and its Relationship to Organization Performance in Ghana Education Service Head Office – Accra." International Journal of Technology and Management Research 1, no. 2 (March 12, 2020): 95–104. http://dx.doi.org/10.47127/ijtmr.v1i2.28.
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The culture of an organization reflects its performance. Stakeholders who are direct beneficiaries of the Ghana Education Service have often complained of receiving poor service delivery from the organization. Using the Head Office of the organization in Accra, the researcher investigated whether the organization's culture had any relationship with the performance. With both interviews and questionnaires, core areas of the organization such as: Mission, Ethics andAccountability, External Environment, Strategic Planning and Management, Organizational Structure, Leadership and Management, Human Resource Management, Internal and External Communication, Financial Management, Evaluation and Performance Management and Information Technology were assessed. Five divisions of the organization were used for the study. The findings of the study were that the existing culture does not mirror the preferred culture; it was also established that the organization's culture and performance have a mutually reciprocating relationship. The study showed that the current level of performance could be improved if support systems in the area of finance, staff and technology are enhanced. Furthermore the organization should encourage shared leadership and give credit to others when they do the right things. Staff need to be trained in information technology so they can be current in the use of the technology.
Keywords: Organizational culture; Organizational performance; Organization development.
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Wimpertiwi, Dotty, Agung Hari Sasongko, and Antonius Kurniawan. "Konsep Business Process ReenginEering untuk Memperbaiki Kinerja Bisnis Menjadi Lebih Baik: Studi Kasus Perusahaan Susu Kedelai “XYZ”." Binus Business Review 5, no. 2 (November 28, 2014): 658. http://dx.doi.org/10.21512/bbr.v5i2.1189.
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Business Process Reengineering is a phase of redesigning business process to improve performance. Business Process Reengineering can be applied to improve micro or medium businesses. One example from them comes from a soymilk company. XYZ Soymilk Company is one of the examples of Small and Medium enterprises with home-industry system. Its organizational structure consists of the director and some divisions. Those divisions, which are run by employees, are: production division, procurement division, finance division, and marketing division. The produced soymilk is packed in plastic bags with Susu Kedelai “XYZ” label on it. This product later is marketed in the canteens of universities, some stores around neighborhoods, and supermarkets. The main market target of this product is university students and people around the location. The promotion is done by attaching promotion flyers on some strategic places. The problem that occurs is a shortage in operational management, the number of command and control in the operating system, as well as recording done still manually. The purpose of using Business Process Reengineering concept processing system is to be more computerized for a better, faster, more accurate, effective and efficient, and improvement in operation management system as an attempt to survive among other competitors. The results of the business process reengineering are some business process ideas.
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Abdul Rahman Al-Hamwan, Warda Abdulkhaliq, Jawad Zraw Jawad Abadi, and Ali Abbas Ali al-Moussawi. "Organizational learning Strategies and their Reflection in the Development of the Organization's Design." Iraqi Administrative Sciences Journal 2, no. 2 (June 30, 2018): 77–101. http://dx.doi.org/10.33013/iqasj.v2n2y2018.pp77-101.
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The research aims to identify the role of organizational learning strategies and their reflection in the development of the design of the organization in the presidency of the University of Kirkuk, and to achieve this goal, the researcher through research and related studies to build hypotheses explaining the relationship between the variables studied. The study relied on the study of organizational learning strategies as an independent variable Four important dimensions are (learning strategy to emphasize efficiency, learning strategy to emphasize innovation, learning strategy to emphasize trends, learning strategy to emphasize professionalism), and four dimensions representing the adopted variable The survey sample consisted of (55) director (department, division, unit) and distributed a questionnaire covering (39) paragraphs. In light of this, data were collected and analyzed and hypotheses were tested using the statistical package (SPSS). A number of statistical methods were used, including arithmetic mean, standard deviation, coefficient of variation, Spearman correlation coefficient, simple linear regression coefficient
The results of the research sample showed that the university leadership is interested in the study of organizational learning strategies because it leads to improving the design of the organization as a whole through the knowledge, experiences and abilities of the organization. Competitive advantage of the organization In addition, there is a strong correlation between organizational learning and its strategies with the nature of the work of the Presidency of the University as a whole, showing the role played by organizational learning strategies. University University.
Keywords: organizational learning strategies, learning strategy, emphasis on efficiency, learning strategy, emphasis on innovation, learning strategy emphasizing trends, learning strategy emphasizing professionalism, organization design, strategy and vision, personnel working systems, organizational structure.
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Brown, Ann K. G. "From the President: Ch-ch-ch-ch-changes." Reference & User Services Quarterly 58, no. 4 (October 25, 2019): 200. http://dx.doi.org/10.5860/rusq.58.4.7143.
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Washington, DC, is switching from spring to summer as I sit down to complete this column. And as such, my tenure as Reference and User Services Association President is coming to an end and President-Elect Beth German is poised to assume the position and this column!As with our day-to-day profession, ALA and RUSA have seen their share of challenges and changes in this past year. The Steering Committee on Organizational Effectiveness (SCOE) is looking at sweeping changes to the structure of ALA, including the divisions. Our efforts of focusing on equity, diversity, and inclusion continues to be a challenge organizationally and professionally for libraries, library workers, and their patrons.
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Cooper, Robert. "Modernism, Post Modernism and Organizational Analysis 3: The Contribution of Jacques Derrida." Organization Studies 10, no. 4 (October 1989): 479–502. http://dx.doi.org/10.1177/017084068901000402.
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This paper, the third in a series on the relevance of the modernist-post modernist debate to organizational analysis (Cooper and Burrell 1988, Burrell 1988), examines the work of Jacques Derrida. Specifically, Derrida's work is viewed as a contribution to the analysis of process (as opposed to structure) in social systems. In this context, three interrelated themes of his work - deconstruction, writing, 'difference' — are described in some detail and their implications explored for social and organizational analysis. Derrida's account of the logic of writing shows it to be fundamental to the division of labour and therefore to significant dimensions (complexity, formalization) of formal organization. Since 'organization theuries' are themselves products of writing and the division of labour, their essential function is to explain and justify the structures they represent, they are therefore more concerned with maintaining their own consistency and the stability of the organized world they describe rather than critical understanding. This point is illustrated by a detailed deconstruction of two major approaches to the study of bureaucracy (the 'formalist' and 'expertise' models) in organization theory. Finally, it is suggested that the affinity between the logic of writing and the division of labour underlies Michel Foucault's concept of knowledge-power and the development of areas of professionalized knowledge such as accountancy.
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Dossick, Carrie S., and Gina Neff. "Organizational Divisions in BIM-Enabled Commercial Construction." Journal of Construction Engineering and Management 136, no. 4 (April 2010): 459–67. http://dx.doi.org/10.1061/(asce)co.1943-7862.0000109.
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Weight, Erianne A., Coyte Cooper, and Nels K. Popp. "The Coach-Educator: NCAA Division I Coach Perspectives About an Integrated University Organizational Structure." Journal of Sport Management 29, no. 5 (September 2015): 510–22. http://dx.doi.org/10.1123/jsm.2014-0006.
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Philosophical debate about the proper role of athletics within the academy has reverberated through each era of collegiate sport, and a growing body of literature points toward an impending tipping point unless radical reform ensues. This study contributes perspective to a proposed reform model through investigating perceptions of National Collegiate Athletics Association Division I coaches (N = 661) about their roles as educators and how this role could be altered through structural and philosophical changes within the academy. Quantitative and qualitative data provided mixed findings related to coach support for an integrated organizational structure with high variance in all structural facets explored except for compensation, where coaches believed structures should not be uniform between athletic and academic units because of the perceived greater workload, hours, media attention, and pressure in athletics.
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Kudryavtseva, N. N., Yu V. Pakhomova, and Y. N. Duvanova. "Reorganization of mortgage divisions of PJSC VTB 24." Proceedings of the Voronezh State University of Engineering Technologies 80, no. 3 (December 17, 2018): 458–62. http://dx.doi.org/10.20914/2310-1202-2018-3-458-462.
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The new model of organizational structure of the center of mortgage lending of PJSC VTB 24 on the basis of the analysis of organizational structure of the center of mortgage lending of PJSC VTB 24 which has revealed the shortcomings following from division of the mortgage direction into the front and the BEK-zone is presented in article. Such division is illogical and isn't built in the general concept of development of the Bank seeking to provide uniform standards of communications and to increase penetration into the operating client base, having increased quantity of banking products on one client. To force the mortgage portfolio to work more effectively, having created conditions to involvement ОЗиСИС into cross-sales of banking products, it is possible having united the CEC under one chief and having set as this uniform chief the purposes both on sales, and on high-quality escort of the acting clients. In 2017 become strategic tasks of bank high-quality portfolio growth, the Bank has passed from extensive development to intensive. It creates prerequisites for strengthening efforts on penetration into the operating client base again. It is also possible to increase commission income if to pronounce with clients structure of the transaction at a consultation stage, actively offering transactions not through cash - non-cash payment, and with use of a letter of credit form of calculation or safety-deposit boxes. The new model of organizational structure of the center of mortgage lending means the high involvement of all staff of department into tasks as sales and high-quality support of department and excludes readdressing of the client between departments, misunderstanding and duplication of functions.
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Bender, Klavs, Svend Kåre Jensen, John Østergård, and Capt Poul Nogbou. "OIL SPILL CONTINGENCY PLANNING IN THE IVORY COAST." International Oil Spill Conference Proceedings 1993, no. 1 (March 1, 1993): 31–34. http://dx.doi.org/10.7901/2169-3358-1993-1-31.
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ABSTRACT The administrative center in charge of handling oil spill pollution situations on the Ivory Coast, West Africa, is named Centre Ivoirien Antipollution (CIAPOL). Its organizational structure has been reshuffled recently. CIAPOL now has three divisions: a laboratory division, a division for cleaning up oil and chemical pollution at sea, and an administrative division. The risk for oil pollution is known: within the past ten years five spills have been reported. All of these have been connected to operations relating to the refinery in Abidjan. More than 2,000 ships call at the port of Abidjan every year. Minor oil slicks are found almost permanently in the harbor and the lagoons around the harbor. Lumps of tar are rather common on the beaches all along the country's coast. This paper focuses on the background investigation in sensitive areas and risk analysis that led to a revision of the oil spill contingency plan, Plan Pollumar, and the recent purchase of oil spill cleanup equipment. The creation of a regional oil pollution response center at CIAPOL for all of the countries in West Africa, is proposed.
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Vargas, E. A. "The Triad of Science Foundations, Instructional Technology, and Organizational Structure." Spanish Journal of Psychology 7, no. 2 (November 2004): 141–52. http://dx.doi.org/10.1017/s1138741600004844.
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Over the centuries and across all societies educational achievement does not improve. The attempt to improve the instructional process has concentrated on instructional technology. But these attempts have overlooked the importance of two other factors: the science that should underlie the instructional technologies and the organization that must operate those technologies. A considerable step forward in handling the problems of instructional effectiveness has been the derivation of instructional technologies based on Skinnerian science. But the instructional technologies based on Skinner's analysis of behavior are promoted as if they were to operate in an organizational vacuum. The division of labor, and its necessary coordination and control, is taken for granted. But in any large scale enterprise, the organization of the division of labor must fit the technology through which that enterprise achieves its mission. Educational technology must tie directly to a pertinent science and to a proper organizational structure. To teach effectively requires an overhaul along three lines: 1) a relevant science that reflects and encapsulates an accurate understanding of behavior; 2) a contingency-based technology of instruction that directly derives its practices upon proper scientific principles; and 3) a suitable organization based on teaching teams that operate the new instructional technology.
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Levin, Grigoriy L. "Specialized bibliographic service in the structure of the Russian state library (1918—2018)." Bibliotekovedenie [Library and Information Science (Russia)] 68, no. 1 (March 25, 2019): 85–92. http://dx.doi.org/10.25281/0869-608x-2019-68-1-85-92.
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December 16, 2018 marked the 100th anniversary of the formation of the Reference Bureau within the Library of the State Rumyantsev Museum. This date is quite rightly considered the birthday of the specialized bibliographic service of the Russian State Library (RSL). Practically from the first years, the specialized bibliographic division of the Library was considered as a complex unit integrating bibliographic service and compiling activity with the considerable elements of scientific-methodical, organizational-coordinating and even scientific-research work in the field of bibliography. Despite the repeated internal restructuring and renaming of division, this approach has continued for many decades. In 1926, the Reference Bureau joined the “super complex” of Scientific-bibliographic Department, which became the basis for more specialized bibliographic divisions, created there beginning with mid-1940s. Over the following years, the bibliographic service of the RSL has undergone numerous structural transformations (mergers and demergers) and has repeatedly changed its name. Analyzing the historical experience, we can distinguish three cross-cutting directions of bibliographic activities of the Library, conventionally designated as reference-, scientific- and recommendatory-bibliographic. To the 100th anniversary the Scientific Research Department of Bibliography of the RSL prepared the Retrospective Index “Bibliographic activities of the Russian State Library (1918—2018)”, reflecting the literature on bibliographic activities of the RSL and its publications on the problems of bibliographic science and practice.
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Parkinson, Sarah E. "Money Talks: Discourse, Networks, and Structure in Militant Organizations." Perspectives on Politics 14, no. 4 (December 2016): 976–94. http://dx.doi.org/10.1017/s1537592716002875.
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Scholarship on militant organizations and rebel movements emphasizes the effects of fragmentation and disunity on military and political outcomes. Yet this scholarship’s focus on formal, durable, and externally observable aspects of organizational structure omits the social practices that constitute, reinforce, and reproduce intra-group schisms. How do intra-organizational divisions calcify into permanent cleavages? What processes reproduce factions over time? Using the case of Fatah in Lebanon, I argue that informal discursive practices—e.g., gossip, jokes, complaints, storytelling—contribute to the maintenance and reproduction of intra-organizational factions. Specifically, I focus on how networks of meaning-laden, money-centric discourse structure relations among militants who identify as being “Old Fatah.” I demonstrate that while these practices frequently originate in the organizational realm, cadres subsequently reproduce them within kinship, marriage, and friendship networks. This “money talk” between age cohorts within the quotidian realm connects younger members of Fatah to older cadres through collective practices and conceptions of organizational membership. These practices both exemplify an intra-organizational schism and constitute, in part, the faction called Old Fatah. Examining how symbolic practice comprises social structure thus provides important insight into the politics of organizations such as militant groups, social movements, and political parties.
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Rahmawanti, Pungky, Endang Masitoh, and Anita Wijayanti. "Penerapan Sistem Pengendalian Intern atas Persediaan Barang pada PT.Mica Jaya Pratama." Owner 4, no. 1 (January 25, 2020): 38. http://dx.doi.org/10.33395/owner.v4i1.213.
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This study aims to find out how the application of internal control over inventory of goods at PT Mica Jaya Pratama Solo. This research is a qualitative research that is by conducting both structured and unstructured interviews to determine the internal control carried out by the company. In this study the variables are the principles of internal control such as adequate separation of duties (organizational structure), determination of adequate responsibilities (system of authority), design and use of documents and adequate records (healthy practices), physical control of assets and records adequate (healthy practice), independently verify performance (HR). The result of this study is that the inventory control system at PT. Mica Jaya Pratama is in accordance with the SOP, but in an adequate separation of duties there is no division between the purchasing division and the finance division.
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Wilmers, Nathan. "Job Turf or Variety: Task Structure as a Source of Organizational Inequality." Administrative Science Quarterly 65, no. 4 (February 25, 2020): 1018–57. http://dx.doi.org/10.1177/0001839220909101.
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What explains pay inequality among coworkers? Theories of organizational influence on inequality emphasize the effects of formal hierarchy. But restructuring, firm flattening, and individualized pay setting have challenged the relevance of these structuralist theories. I propose a new organizational theory of differences in pay, focused on task structure and the horizontal division of labor across jobs. When organizations specialize jobs, they reduce the variety of tasks performed by some workers. In doing so they leave exclusive job turf to other coworkers, who capture the learning and discretion associated with performing a distinct task. The division of labor thus erodes pay premiums for some workers while advantaging others through job turf. I test this theory with linked employer–employee panel data from U.S. labor unions, which include a type of data that is rarely collected: annual reporting on work tasks. Results show that reducing task variety lowers workers’ earnings, while increasing job turf raises earnings. When organizations reduce task variety for some workers, they increase job turf for others. Without assuming fixed job hierarchies and pay rates, interdependencies in organizational task allocation yield unequal pay premiums among coworkers.
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Sitio, Raston, Charles V. Sianipar, Rodeyar Pasaribu, Parel Naibaho, and Dessy Merhandrie. "Impact of Corporate Culture, Division of Labour, Organizational Structure Toward Job Performance PT. XYZ." Primanomics : Jurnal Ekonomi & Bisnis 19, no. 1 (January 4, 2021): 134. http://dx.doi.org/10.31253/pe.v19i1.512.
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The urgency of this research was to get the impact of corporate culture, division of labour and organizational structure toward employee job performance of PT. XYZ. This study will get variables which have the most dominant influence on job performance. The study used primary data obtained directly from respondents. The technique of collecting data used questionnaires that distributed to 124 respondents who were selected to be the research samples from 179 population of PT. XYZ employees using the Slovin formula, the margin of error is 5% with a Likert scale. The data is processed and tabulated. The stages of this research are concept analysis, literature study, distribution of questionnaires, tabulation then analyzed. The technique of data analysis is linear multiple regression with data processing using SPSS. The study conducted four months starting from June to October 2020 at the PT. XYZ Company which is located in West Jakarta. The scale used in the questionnaire is a Likert scale. The results of this study show that the relationship between corporate culture, division of labour and organizational structure at PT. XYZ is not too significant for job performance. The impact is very varied, namely, the influence of corporate culture is quite significant, it is in contrast the impact caused by the division of labour and organizational structure which is very insignificant.
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Kosovichev, Alexander, Gianna Cauzzi, Valentin Martinez Pillet, Martin Asplund, Axel Brandenburg, Dean-Yi Chou, Jorgen Christensen-Dalsgaard, et al. "DIVISION II: COMMISSION 12: SOLAR RADIATION AND STRUCTURE." Proceedings of the International Astronomical Union 10, T28B (August 2013): 109–11. http://dx.doi.org/10.1017/s1743921315005530.
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The President of C12, Alexander Kosovichev, presented the status of the Commission and its working Group(s). Primary activities included organization of international meetings (IAU Symposia, Special Sessions and Joint Discussion); review and support of proposals for IAU sponsored meetings; organization of working groups on the Commission topics to promote the international cooperation; preparation of triennial report on the organizational and science activities of Commission members. Commission 12 broadly encompasses topics of solar research which include studies of the Sun's internal structure, composition, dynamics and magnetism (through helioseismology and other techniques), studies of the quiet photosphere, chromosphere and corona, and also research of the mechanisms of solar radiation, and its variability on various time scales. Some overlap with topics covered by Commission 10 Solar Activity is unavoidable, and many activities are sponsored jointly by these two commissions. The Commission website can be found at http://sun.stanford.edu/IAU-Com12/, with information about related IAU Symposiums and activities, and links to appropriate web sites.
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Malik, Arshad Ashfaque, Muhammd Kaleem Zahir-ul-Hassan, and Abdelrahman Zaid Alhadhrami. "Performance Management of a Government Organization: Abu Dhabi’s Experience." Accounting and Finance Research 7, no. 1 (February 1, 2018): 246. http://dx.doi.org/10.5430/afr.v7n1p246.
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The purpose of this investigation is to understand how the performance management system (PMS) was implemented and used in a government organization in Abu Dhabi and how the PMS was nestled with specific organizational rationalities and context. This case study used semi-structured interviews and documents and drew upon Ferreira and Otley’s (2009) PMS framework and the Broadbent and Laughlin’s (2009) conceptual model. The former framework was used to understand the functional characteristics and use of PMS in a specific organization and the later model facilitated the understanding of the organizational context and the underlying rationality with respect to PMS. The findings exhibit that the institutionalization of PMS is a slow learning process and needs support of the top management. Specifically, the PMS was implemented in phases spanning over a period of more than five years. There was no unified reward system specifically linked to performance in the PMS and incentives/rewards varied in different divisions. Once implemented at corporate and divisional levels, the PMS was being cascaded down to individual level, to align individual goals/objectives with organizational goals. The paper contributes to the understanding of implementation and operation of PMS within a specific context in Abu Dhabi. The PMS was guided by the context where communicative rationality was dominant and that resulted in the acceptance of PMS by most of the employees. However, the field insights suggest that the case organization needs to invest in the development of human resources to support the operation of PMS.
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YAVUZ, İbrahim, and Ayşegül SÖZER. "MANAGEMENT CONTROL WİTHİN THE FRAMEWORK OF STRATEGİC MANAGEMENT ACCOUNTİNG." IEDSR Association 6, no. 11 (February 24, 2021): 257–75. http://dx.doi.org/10.46872/pj.240.
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Business organization structures, which have become complex, have become unable to meet today's management needs in the globalizing world. This situation pushed businesses to organize their activities into sub-divisions, which brought the responsibility centers to the agenda. In this study, success evaluation of responsibility centers within the framework of strategic management accounting is handled in a way to meet the needs. For this purpose, first of all, organizational structure and management control in enterprises were briefly mentioned, then responsibility centers and success evaluation were discussed. Finally, responsibility centers and the inadequacies of traditional accounting in valuation of success were mentioned, and thus a holistic approach to management control was adopted.
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Salmela, Mikko, Miles MacLeod, and Johan Munck af Rosenschöld. "Internally Incentivized Interdisciplinarity: Organizational Restructuring of Research and Emerging Tensions." Minerva 59, no. 3 (February 17, 2021): 355–77. http://dx.doi.org/10.1007/s11024-020-09431-4.
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AbstractInterdisciplinarity is widely considered necessary to solving many contemporary problems, and new funding structures and instruments have been created to encourage interdisciplinary research at universities. In this article, we study a small technical university specializing in green technology which implemented a strategy aimed at promoting and developing interdisciplinary collaboration. It did so by reallocating its internal research funds for at least five years to “research platforms” that required researchers from at least two of the three schools within the university to participate. Using data from semi-structured interviews from researchers in three of these platforms, we identify specific tensions that the strategy has generated in this case: (1) in the allocation of platform resources, (2) in the division of labor and disciplinary relations, (3) in choices over scientific output and academic careers. We further show how the particular platform format exacerbates the identified tensions in our case. We suggest that certain features of the current platform policy incentivize shallow interdisciplinary interactions, highlighting potential limits on the value of attempting to push for interdisciplinarity through internal funding.
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Hu, Jun, Guangping Wang, Shengyi Shi, and Rong Shao. "Research on the Adjustment Path of Chinese Pharmaceutical Industry Organizational Structure under the Evaluation & Approval System Reforming." Public Administration Research 7, no. 2 (October 30, 2018): 29. http://dx.doi.org/10.5539/par.v7n2p29.
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Objective: Drug Evaluation & Approval System Reforming (EASR) is a major initiative of the State Council’s “Delegate power and optimize service” and “random inspection and information disclosure” policies in the R&D of pharmaceutical industry. The research aims to analyze the impact of drug EASR on the Chinese pharmaceutical organizational structure since 2015. Methods: Based on the relationship analysis between EASR and the organization structure of the government and pharmaceutical industry, this paper uses the Panel Data model to analyze the relevant factors affecting the R&D organizational structure. Results and Conclusion: The results show that it is significantly and positively correlated between the clinical trial behavior and the technology incubator, the domestic technology transfer and the technology macro environment. The organizational structure optimization path of the pharmaceutical industry based on the EASR includes the specialized division, big data model, international cooperation, MAH and technology finance model.
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Zeb, Alam. "Corporate Social Responsibility (CSR) from Organizational Performance Perspective: Analysis of Pharmaceuticals Industries of Malakand Division." IBT Journal of Business Studies 15, no. 1 (2019): 75–83. http://dx.doi.org/10.46745/ilma.jbs.2019.15.01.06.
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This paper aims to explore corporate social responsibility from organizational performance perspective. This research was conducted on the pharmaceutical industries of Malakand division and by structured questionnaire data was collected from customer. 50 customers sample size was selected using convenience sampling techniques. Out of whom 40 questionnaires were received having response rate of 80% and are used for data analysis. Descriptive statistics, correlation analysis and regression analysis were used for analysis. Results of the research demonstrate that the association among corporate social responsibility and organizational performance is positive in the pharmaceutical industries of Malakand division Pakistan.
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Sholehah, Lailatus, Laily Fitriani, and Akhmad Muzakki. "Idârah al-Tanẓîm Libarnâmij Ta’lîm al-Lughah al-‘Arabiyyah bi Ma’had Tursîna al-Islâmî al-‘Alamî bi Mâlang (IIBS)." Jurnal Alfazuna : Jurnal Pembelajaran Bahasa Arab dan Kebahasaaraban 5, no. 02 (June 20, 2021): 191–213. http://dx.doi.org/10.15642/alfazuna.v5i02.1200.
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Purpose-This study aims to 1) describe the organizational management of the TAC program at Thursina IIBS Malang, and 2) the division of tasks in the management of the TAC program at Thursina IIBS Malang.
Design/Methodology/Approach-This study uses a descriptive qualitative research method which was carried out on the TAC program at Thursina IIBS Malang. The data was collected by using interview, observation and documentation techniques. Data collection is done by reducing data, presenting or presenting data, and drawing conclusions. Data analysis using Miles and Hubberman technique with 1) Data reduction, 2) Data presentation, 3) Data verification.
Findings-The results of the study explain that good organizational management is one of the factors for the success of students in learning Arabic, this is evidenced by the large number of Thursina students who have won several Arabic language competitions at the national or even international level.
Research Limitation/Implications-This research cannot deepen research on several Arabic language learning program activities in Thursina, because basically there are several Arabic language learning programs that are not enforced temporarily in the midst of the covid'19 pandemic. However, the organizational management of the Arabic language learning program in Thursina can be said to be good and orderly because of the clear structure and the division of tasks in each division in the structure. Because with this clear structure, there is no overlap between one individual and another in carrying out the duties of each individual.
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Juru, Nyoman Ari, and Eddy Supriyadinata Gorda. "Analisis Struktur Organisasi Sekretariat Dewan Perwakilan Rakyat Daerah Kabupaten Buleleng." PERSPEKTIF 10, no. 1 (January 6, 2021): 239–47. http://dx.doi.org/10.31289/perspektif.v10i1.4641.
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This study aims to analyze the duties and functions of the organizational structure of the regional legislative council secretariat of Buleleng Regency. This research used a qualitative descriptive approach which was conducted at the Secretariat of the Regional People's Representative Council of Buleleng Regency. The source of qualitative data was obtained through interviews with 8 informants, observations, and documents. Data analysis techniques used are data collection, data reduction, data presentation and conclusion drawing. The results of this study indicate that the factors that affect the duties and functions of the organizational structure of the local people's representative council secretariat in Buleleng Regency are matters that become regional authorities where the meaning of government affairs which is the authority of the region is regional apparatus which is only formed to carry out government affairs based on the principle of autonomy assistance tasks, apart from that those that affect the formulation of the organizational structure in Buleleng Regency are efficiency, effectiveness, division of tasks, span of control and flexibility. The secretariat of the regional people's representative council of Buleleng Regency with type A or large structure, in compiling the main tasks and structural functions organization refers to the goals of the organization and also the name of the position in the organizational structure, the disposition system or using a letter of assignment is used in assigning tasks that are not broken down into the duties and functions of the organizational structure.
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Zhang, Xiao Dong, Tian Yu, Xun De Xie, and Dong Fang Zhao. "A Comparative Simulation of Organizational Strategies in Production Cells Based on Agent Model." Advanced Materials Research 186 (January 2011): 489–93. http://dx.doi.org/10.4028/www.scientific.net/amr.186.489.
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In order to simulate the impact of organizational strategy on production cell, agent model of workers was developed and integrated into the production model. An agent-based human-machine collabrative simulation method for production cells was proposed. Structure and modeling steps of the simulation were studied, the proposed simulation method was applied in a motorcycle engine box production cell, and the system performance under the two different organizational strategies ‘specialized division of labor’ and ‘multi-skill team’ was compared. The results indicate that the agent-based simulation method can simulate the organizational strategy in production cells, and provide a new way to study affecting mechanism of different organizational strategies on prodution cells.