Academic literature on the topic 'Divisionale Organisation'
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Journal articles on the topic "Divisionale Organisation"
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Kamfer, Louis. "Enscaling the mission statement as a procedure for organisational diagnosis." South African Journal of Business Management 22, no. 1/2 (March 31, 1991): 1–8. http://dx.doi.org/10.4102/sajbm.v22i1/2.892.
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In this article a description is given of how an organisation's mission statement was used as the first step of an organisational improvement intervention. From the mission statement a thirteen-item scale and twenty open-ended questions were developed. The scale was applied to a stratified sample of 664 employees while the questions were used in 107 focus groups. When the mission statement scale scores were analysed, significant differences were found which reflected varying perceptions between organisational levels and divisions of the extent to which the core values of the mission statement were being enacted. Through a content analysis of the focus group responses, majority themes were found which shed light on the origins of the different perceptions. In this way, substantive data, of use to the organisation, were obtained. The findings were submitted to the company's directors, to all managers, and to all shop stewards, in the form of a verbal presentation, which was videotaped, and a comprehensive written report. A summary report was made available to all survey participants. The video was shown on request. Lastly, working sessions were held with each divisional director and his executive team, whereafter various divisional task forces were established to follow through on the findings of the survey. Some of the broader trends have also been related to published research literature. This method of mission statement analysis holds promise as a diagnostic technique for organisational development.
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Anderson, Rob, Phil Haywood, Tim Usherwood, Marion Haas, and Jane Hall. "Alternatives to for-profit corporatisation: The view from general practice." Australian Journal of Primary Health 11, no. 2 (2005): 78. http://dx.doi.org/10.1071/py05025.
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The aim of this study was to assess the expressed preferences of general practitioners (GPs) for alternative organisational models to for-profit GP corporatisation. A review of the findings of six feasibility studies that examined alternative organisational models for general practice in Australia was undertaken. Five feasibility studies were conducted within nine Divisions of General Practice, and a feasibility study was conducted by a state-based organisation among all 15 of its member Divisions. Overall, the six projects demonstrated a strong resistance among most GPs to any alternative model that involved giving up autonomy over practice matters. Consequently, the most favoured alternative organisational model was the "service company" - the establishment of a third party to provide a range of practice support services. In general, there was implicit acceptance that the service company could recover the cost of support service provision by charging GPs on a fee-for-service basis, and also that the Division itself would be the most acceptable organisation to take on this role. However, in four Divisional areas GPs revealed very low motivation towards either working together or with the local Division as a service company. Although these feasibility studies were carried out using different methods, and in a small sample of mostly urban Divisions, they suggest that many GPs would support their Divisions - or some other Division-related third party - to become more active providers of a range of practice support services.
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Scheepers, Caren, Marius Oosthuizen, and Dean Retief. "Area Collaboration at Nedbank: cultivating culture through contextual leadership." Emerald Emerging Markets Case Studies 7, no. 1 (March 21, 2017): 1–33. http://dx.doi.org/10.1108/eemcs-05-2016-0066.
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Subject area Organisational Development, Organisational Behaviour, Leadership Change. Study level/applicability Master of Business Administration, postgraduate studies, middle or senior managers on open programmes. Case overview The case focuses on the dilemma that Douglas Lines, Nedbank’s Divisional Executive for Strategic Business Unit, South Africa, faced when a new sense of urgency was required to cultivate a culture of collaboration in Nedbank to overcome their silo-mentality. Expected learning outcomes Examine the current and recommend the preferred culture of Nedbank to enable collaboration; critically analyse and evaluate the suitability of the current structure recommend restructuring; insight into how contextual leadership contributes to collaboration in organisations; present judgement of strategies in initiating and enhancing collaboration to overcome silo-mentality. Supplementary materials A DVD is available with link and password. Teaching Plan and slides are available. The four learning outcomes are posed as questions for groups to discuss and model answers are provided as well as linking them to relevant literature. Subject code CSS 7: Management Science.
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Zarghami, Saeed, and Maghsoud Amiri. "A hybrid approach for performance evaluation and ranking of divisional structure organisations." International Journal of Advanced Operations Management 13, no. 4 (2021): 431. http://dx.doi.org/10.1504/ijaom.2021.10044874.
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Zarghami, Saeed, and Maghsoud Amiri. "A hybrid approach for performance evaluation and ranking of divisional structure organisations." International Journal of Advanced Operations Management 13, no. 4 (2021): 431. http://dx.doi.org/10.1504/ijaom.2021.120780.
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Brand, H. E., and N. Joubert. "The evaluation of client service provided by the human resource division of a national service organisation." South African Journal of Economic and Management Sciences 2, no. 2 (June 30, 1999): 258–68. http://dx.doi.org/10.4102/sajems.v2i2.2577.
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The aim of this study is to evaluate the quality of internal client service of the human resource division of a national service organisation. Two studies were in fact conducted, one involving 388 clients of the relevant division, and the other 99 human resource practitioners in the same division. Separate questionnaires were completed in the two samples. Results show that communication with clients, service provision and quality and competency of the human resource personnel are important problems to be addressed by management. The implementation of an achievement acknowledgement system, the re-evaluation of the divisional structure and functioning, and upgrading service provision skills could also assist the division in improving its client service competency.
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Buchanan, DA, D. Denyer, J. Jaina, C. Kelliher, C. Moore, E. Parry, and C. Pilbeam. "How do they manage? A qualitative study of the realities of middle and front-line management work in health care." Health Services and Delivery Research 1, no. 4 (June 2013): 1–248. http://dx.doi.org/10.3310/hsdr01040.
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This project addressed three questions. First, how are middle management roles in acute care settings changing, and what are the implications of these developments? Second, how are changes managed following serious incidents, when recommendations from investigations are not always acted on? Third, how are clinical and organisational outcomes influenced by management practice, and what properties should an ‘enabling environment’ possess to support those contributions?Data were gathered from around 1200 managers in six trusts through interviews, focus groups, management briefings, a survey with 600 responses, and serious incident case studies. For this project, ‘middle management’ meant any role below board level that included managerial responsibilities. Evidence provided by trust workforce information offices revealed that the management function is widely distributed, with > 30% of hospital staff holding either full-time management posts or ‘hybrid’ roles combining managerial with clinical or medical responsibilities. Hybrids outnumber full-time managers by four to one, but most have only limited management training, and some do not consider themselves to be managers. Management capabilities now at a premium include political skills, resilience, developing interprofessional collaboration, addressing ‘wicked problems’, performance management and financial skills.Case study evidence reveals multiple barriers to the implementation of change following serious incidents. These barriers relate to the complex causes of most incidents, the difficulties in establishing and agreeing appropriate action plans and the subsequent problems of implementing ‘defensive’ change agendas. The conclusions from these case studies suggest that the management of serious incidents could potentially be strengthened by adding a change management perspective to the current organisational learning focus, by complementing root cause and timeline analysis methods with ‘mess mapping’ processes and by exploring opportunities to introduce systemic changes and high-reliability methods in addition to fixing the root causes of individual incidents.Interview, focus group and survey evidence shows that middle managers are deeply committed but face increasing workloads with reduced resources, creating ‘extreme jobs’ with long hours, high intensity and fast pace. Such roles can be rewarding but carry implications for work–life balance and stress. Other pressures on middle management included rising patient and public expectations, financial challenges, burdensome regulation (external and internal), staffing problems, incompatible and dated information systems, resource and professional barriers to implementing change and problematic relationships with external agencies. Despite these pressures, management contributions included maintaining day-to-day performance, ‘firefighting’, ensuring a patient experience focus in decision-making, translating ideas into working initiatives, identifying and ‘selling’ new ideas, facilitating change, troubleshooting, leveraging targets to improve performance, process and pathway redesign, developing infrastructure (information technology, equipment, estate), developing others and managing external partnerships. Actions required to maintain an enabling environment to support those contributions would involve individual, divisional and organisational steps, most of which would be cost neutral.Recommendations for future research concern the assessment of management capacity, the advantages and drawbacks of service-line organisation structures, the incidence and implications of extreme managerial jobs, evaluating alternative serious incident investigation methods, and the applicability of high-reliability organisation perspectives in acute care settings.FundingThe National Institute for Health Research Health Services and Delivery Research programme.
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Mohapeloa, Tshidi. "Effects of silo mentality on corporate ITC’s business model." Proceedings of the International Conference on Business Excellence 11, no. 1 (July 1, 2017): 1009–19. http://dx.doi.org/10.1515/picbe-2017-0105.
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Abstract Background & orientation: The existence of silo mentality has direct effect on the business model used by any ITC company. Its contribution slows service delivery whilst increasing customer’s despondency. However mitigation could help overcome barriers within divisions, improve customer experience and increase productivity. But when different units as components of a company fail to integrate, collaborate and work together to achieve a common objective goal, not only are performances affected but also operations at all levels. A business model canvas can help determine how a company intends to create value for customers whilst it makes money. Thus deliverance of an effective value proposition for efficient customer needs, can be affected through silos. Purpose: This study explore the effects of silo mentality within an ITC company (at organisational level) using the 9 elements of the business model canvas as framework. Methodology and research questions: As an exploratory study qualitative methods were used where in-depth interview questions looked at how silo mentality within the organisation affects the core business model elements and why. Twelve participants were selected from an enterprise business unit through a convenience sampling method. Content analysis helped with the development of core themes that looked at the how silos affect each element (process) and why (meaning). Findings: Silo mentality affects not only the individuals but team, products, value proposition, relations with partners, customers, stakeholders. Thus undermines internal capabilities and key resources. Absence of teamwork within the divisions leads to conflicts which delays achievements of common goals. Bottlenecks affect inter-divisional progress and relations, customer output and relations and compromise the quality of service. Implications: Silo mentality is a bottleneck that not only weakens firms’ capabilities and growth potential but destroys any value created by the firm.
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Agyei-Mensah, Ben Kwame. "Divisional performance measurement in the retail financial service sector." International Journal of Productivity and Performance Management 66, no. 2 (February 13, 2017): 180–95. http://dx.doi.org/10.1108/ijppm-09-2015-0137.
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Purpose Focussing on responsibility theory of management accounting, the purpose of this paper is to test how performance measurements are applied in divisionalised financial service companies. Management accounting theory suggests that two different measures of branch performance should be computed: one to evaluate the economic performance of each branch and the other to evaluate the performance of branch managers (managerial performance). It also advocates that the evaluation of a manager’s performance should consist of only those factors under his or her control. That is, divisionalised performance measurement should be based on the application of the controllability principle, the study also identified the contingent factors that impinged on the selection of performance measures and the allocation of common costs (ACCs) to branches. Design/methodology/approach Using a survey questionnaire and analysis of financial statements of the 129 respondent companies the application of financial performance measures: non-financial performance measures and ACCs were tested. For the purpose of this study, dummy variables were assigned to represent whether or not an item is used, if an item is used 1 is assigned to that item and 0 if an item is not used. The values assigned were then summed up to represent the total score for each company. Descriptive statistics and regression analysis was performed to test the six hypotheses of the study. Findings The study found that a substantial majority of respondents used different performance measures to evaluate the performance of their branch managers and the economic performance of branches. Both financial and non-financial performance measures were equally used in measuring the performance of branches and branch managers. The study also found that branch managers do not have full autonomy and control over the allocation of common resources costs which form part of their evaluation, even though accounting theory suggest that. The regression analysis results showed that firm size, liquidity and leverage were the factors that influence the decision to employ financial performance measures, non-financial performance measures and ACC by the respondent companies. Research limitations/implications Despite the popularity of the balanced scorecard it is surprising to note that none of the respondents have ever used this as a performance measure. The implication is that knowledge of this performance measure is very low among the respondents. The excessive use of uncontrollable factors in the measurement process can reduce the morale of the staff involve hence steps should be taken to reduce their use. Originality/value This is one of the few studies conducted on the application of performance measures in the financial services and also in a developing country setting. The findings would help organisations in both developing and developed economies to improve upon the application of performance measurement techniques in their branches/divisions.
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Dopita, Michael A., Rafael Bachiller, Michael Burton, John Dyson, Debra Elmegreen, Thomas Henning, Sun Kwok, et al. "Division VI: Interstellar Matter: (Matière Interstellaire)." Transactions of the International Astronomical Union 24, no. 1 (2000): 277–80. http://dx.doi.org/10.1017/s0251107x00003175.
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Division VI of the International Astronomical Union deals with Interstellar Matter, and incorporates Commission 34. It gathers astronomers studying the diffuse matter in space between the stars, ranging from primordial intergalactic clouds via dust and neutral and ionised gas in galaxies to the densest molecular clouds and the processes by which stars are formed. There are approximately 730 members. The working groups in Planetary Nebulae and Cosmochemistry have served us well in organising periodic seminars in these subject areas. However, the Organising Committee has recognised that other developing areas of the ISM are not properly represented in the current organisation. In January 1997, the Division formed a new ISM working group on Star Forming Regions including cross-divisional representation to monitor progress in their fields and to help develop proposals for future IAU Symposia or Colloquia. In the future, especially in view of the rapid developments in spaceborne X-ray and IR astronomy, Division VI also hopes to form other working groups on the Hot ISM and the Extragalactic ISM.
Dissertations / Theses on the topic "Divisionale Organisation"
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Van, der Merwe Ilse. "The optimisation of internal collaboration within a multi-divisional organisation." Thesis, Stellenbosch : Stellenbosch University, 2012. http://hdl.handle.net/10019.1/95684.
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Thesis (MBA)--Stellenbosch University, 2012.Many multi-business unit organisations are not adequately prepared to deal with and capitalise on the opportunities that exist because they have a multi-faceted company structure. Increasingly, organisations are combining their efforts to exploit business opportunities and collaboration is becoming a key strategic tool. Collaboration provides ways to tap into competencies and organisational knowledge that might otherwise be trapped in business units. It is essential that these pockets, or silos, of excellence be harnessed to promote value-creating activities. The focus of this case study is on GEA Group Companies operating within the ambit of Sub-Saharan Africa. These companies exhibit a classical multi-business unit organisation with many opportunities for intra- as well as intercompany collaboration. Informal channels for collaboration may exist, but if GEA is able to collaborate more effectively internally, growth and value creation opportunists will be easier to exploit. This study has investigated the state of the current business models of the various GEA Group companies as well as the current collaboration efforts that are in place. The study has also explored the key strengths, weaknesses, opportunities, and threats of the various business models as well the key factors influencing collaboration efforts within GEA. Based on the results of interviews and surveys that evaluated the business models and intercompany collaboration efforts, recommendations for improvements are made and an intercompany collaboration model proposed for GEA companies in Sub-Saharan Africa.
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Ludlow, Brian Alan. "Information systems strategy - theory and practice within a multi-divisional organisation." Thesis, Henley Business School, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.232937.
Full textBooks on the topic "Divisionale Organisation"
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Grote, Markus. Management geschäftsbereichsübergreifender Innovationsvorhaben. Wiesbaden: Gabler, 2010.
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Grote, Markus. Management Geschäftsbereichsübergreifender Innovationsvorhaben. Westdeutscher Verlag GmbH, 2010.
Find full textBook chapters on the topic "Divisionale Organisation"
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Windsperger, Josef. "Die Entstehung der Unternehmung als Funktionale und Divisionale Organisation." In Wirtschaftswissenschaftliche Beiträge, 93–113. Heidelberg: Physica-Verlag HD, 1996. http://dx.doi.org/10.1007/978-3-642-46981-7_9.
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Frowein, Clemens, and Gerold Rüdrich. "Das Management von Beschaffungsgruppen in divisionalen Organisationen." In Die dynamische Organisation, 161–73. Wiesbaden: Gabler Verlag, 1996. http://dx.doi.org/10.1007/978-3-322-82793-7_10.
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"1. Verrechnungspreise in divisionalen Organisationen." In Angewandtes Unternehmenscontrolling, 251–59. De Gruyter Oldenbourg, 2018. http://dx.doi.org/10.1515/9783110439793-018.
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Lee, S., and W. Lam. "Application Integration." In Enterprise Architecture and Integration, 284–91. IGI Global, 2007. http://dx.doi.org/10.4018/978-1-59140-887-1.ch016.
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This case describes a pilot project to implement a financial portfolio system (FPS) within Jwon Bank. (The case is based on a real-life organisation, although the identity of the organisation has been disguised at the organisation’s request.) A strategic IT review of Jwon Bank’s IT systems and architecture revealed that a lack of integration between IT systems was hampering the bank’s capability to meet its business vision. A key recommendation from the review was the development of an FPS that would enable customers to manage all their financial assets and access financial services from a single place. However, creating an FPS meant that Jwon Bank had to develop a strategic solution to meet the integration needs across the entire bank. Jwon Bank examined enterprise application integration (EAI) tools, and embarked on a pilot project to develop a prototype FPS and test the robustness of an EAI solution. The case highlights some of the management issues relating to integration projects of this nature, including strategic planning for integration, EAI tool selection and evaluation, and understanding of business process flow across divisional silos.
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Lee, So-Jung, and Wing Lam. "Application Integration." In Electronic Business, 1178–88. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-056-1.ch073.
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This case describes a pilot project to implement a financial portfolio system (FPS) within Jwon Bank. (The case is based on a real-life organisation, although the identity of the organisation has been disguised at the organisation’s request.) A strategic IT review of Jwon Bank’s IT systems and architecture revealed that a lack of integration between IT systems was hampering the bank’s capability to meet its business vision. A key recommendation from the review was the development of an FPS that would enable customers to manage all their financial assets and access financial services from a single place. However, creating an FPS meant that Jwon Bank had to develop a strategic solution to meet the integration needs across the entire bank. Jwon Bank examined enterprise application integration (EAI) tools, and embarked on a pilot project to develop a prototype FPS and test the robustness of an EAI solution. The case highlights some of the management issues relating to integration projects of this nature, including strategic planning for integration, EAI tool selection and evaluation, and understanding of business process flow across divisional silos.
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Morone, Piergiuseppe, and Richard Taylor. "Modelling Knowledge Production and Integration in Working Environments." In Social Simulation, 294–310. IGI Global, 2008. http://dx.doi.org/10.4018/978-1-59904-522-1.ch022.
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This chapter introduces a formal model of a complex knowledge integration process named ‘thinking along’. Here the firm is modelled as a working environment consisting of agents arranged into work-practices, which provide the context for their interactions. The objective of the simulations reported here is to compare two different practice structures and test their effectiveness for solving problems by thinking along. To do so we will also introduce the notion of problem complexity as the basis for different experiments. From such comparison it emerged that complex problems are better tackled when practices group together agents with disparate skills (i.e. divisional practices) whereas simple problems can be more effectively addressed by organisational practices composed of agents with similar skills (i.e. functional practices). In either case, the simulated knowledge integration process played the dominant role.