Journal articles: 'Management – Reorganization'

1

Simon, James K., and Barbara A. Cohen. "Reorganization/ diversification." Health Care Management Review 14, no. 4 (1989): 77–84. http://dx.doi.org/10.1097/00004010-198923000-00014.

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Aalbers, Rick, and Wilfred Dolfsma. "Innovation despite reorganization." Journal of Business Strategy 35, no. 3 (May 13, 2014): 18–25. http://dx.doi.org/10.1108/jbs-06-2013-0046.

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Purpose – The purpose of this paper is to illustrate how to nourish innovation during the course of a downsizing event. Drawing from an array of intra-organizational network studies, we show how management can use its understanding of the existing formal and informal networks to rewire connections between employees. Downsizing always leaves scars. Yet tough choices need to be made in tough times. In such times, innovation efforts are easiest to cut since their returns are uncertain and will only arrive in the future. Innovation is known to suffer. Cutting on innovation however may simply postpone the inevitable by poorly equipping a firm for future survival let alone competitive positioning. Design/methodology/approach – The insights presented in this article are based on research and consulting work over the past years with a number of leading companies in industries varying from financial and information technology services, to engineering, trading and professional service firms (a.o. Atos Origin, Equens, Siemens, Deloitte, ING, Academia, DSM, Friesland Campina, Shell, Philips). This work centered on understanding how to orchestrate downsizing without hampering the interpersonal network of relations that constitutes the innovative DNA of the firm. To examine this process, we used organization network analysis techniques to visualize the networks that facilitate the transfer of innovative knowledge at a variety of organizations. Through a series of interviews in combination with analysis of the innovation networks pre- and post-downsizing, deeper understanding of the characteristics of the guardians of innovation was gained. Personal innovation activity and value of inputs were measured and these were correlated with the network position prior and post-downsizing. Findings – Orchestration of downsizing is a delicate and crucial task for management. There is a natural tendency, when deciding who to retain, to mostly look at the knowledge and capabilities that an individual holds. Without connections to others in the firm, however, even if the knowledge someone holds is relevant, it will not be developed further. In this paper, it is argued that a crucial ingredient of downsizing is for management to use its understanding of the existing formal and informal networks so it can rewire connections between employees keeping our findings in mind. Research limitations/implications – Downsizing requires managerial agility. While typically of strategic nature, the consequences of downsizing may have considerable negative operational consequences, disrupting organizational routines, when management does not tread carefully. When deciding on who to retain and who to let go, value attributed to individual knowledge and capabilities commonly play a leading role in guiding these managerial decisions. The true value of these knowledge and capabilities however, will not flourish without a supportive social infrastructure to leverage them within the organization. Without connections to others in the firm even the brightest idea will not be developed further. Successfully managing a downsizing even requires management to use insight in the existing formal and informal networks present within the organization to actively rewire connections between employees bearing our findings in mind. Without attention to properly retaining some wires and rewiring other social contacts, and particularly the ones that nourish innovation, downsizing becomes self-defeating. Practical implications – Managers need to take an end-to-end view of their innovation efforts, spotting firm-specific strengths and weaknesses and tailoring innovation efforts in a way that is appropriate to their firm. In times of downsizing, innovation efforts are easiest to cut, as their returns are uncertain and will only arrive in the future. Innovation is known to suffer. At the same time, however, cutting on innovation may simply postpone the inevitable by poorly equipping a firm for future survival, let alone competitive positioning. In this contribution, what innovation efforts should be cut and which should be maintained have been pointed out, and how innovation efforts can be maintained at lower cost has been shown. Social implications – Selecting among innovation efforts is important in good times, but it becomes a life-saving exercise in times of crisis. Not only profitability but also job security and long-term employability are at stake. In these times, investing in the development of new knowledge that may only be relevant in a distant future is no longer an option. What managers need to realize is, however, that innovation thrives on employees closely cooperating in fine-grained social interactions. With this consideration in mind, a firm can make better choices to continue to nourish innovation despite downsizing. Originality/value – Although the explicit desire to investigate network evolution is not a recent one (Burt, 2000; McPherson et al., 2001), it only recently has found its way toward the field of organizational network studies (Van de Bunt et al., 2005). We follow up earlier research by Shah (2000), as we shed light on the network effects of downsizing, which surprisingly has remained particularly rare in this line of research to date. These findings might prove useful to start up much needed studies on tie formation strategies (Hallen and Eisenhardt, 2011) which, at the intraorganizational level, have not been carried out to date.

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Goldberg, Tyler, David Horvath, and Eric Neagle. "Serials management: integration and enhancement through reorganization." Library Collections, Acquisitions, and Technical Services 25, no. 4 (December 2001): 401–7. http://dx.doi.org/10.1016/s1464-9055(01)00221-4.

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Goldberg, Tyler, David Horvath, and Eric Neagle. "Serials management: integration and enhancement through reorganization." Library Collections, Acquisitions, & Technical Services 25, no. 4 (December 2001): 401–7. http://dx.doi.org/10.1080/14649055.2001.10765804.

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Niles, Judith. "Acquisitions and collection management reorganization: An exercise in crisis management." Library Acquisitions: Practice & Theory 16, no. 4 (December 1992): 379–82. http://dx.doi.org/10.1016/0364-6408(92)90009-h.

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Hester, Kim. "Unions and workplace reorganization." Journal of Labor Research 21, no. 3 (September 2000): 530–32. http://dx.doi.org/10.1007/s12122-000-1028-x.

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Bierman, Ken, and Brad Eden. "Reorganization of the Knowledge Access Management (KAM) Division." Library Hi Tech 23, no. 3 (September 2005): 343–61. http://dx.doi.org/10.1108/07378830510621766.

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8

Chatfield, Mary. "DRGs: The Reorganization of Health." Health Care Management Review 11, no. 2 (1986): 96. http://dx.doi.org/10.1097/00004010-198601120-00012.

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9

Simon, James K., and Barbara A. Cohen. "Reorganization/ diversification: Six years later." Health Care Management Review 14, no. 4 (1989): 77–84. http://dx.doi.org/10.1097/00004010-198901440-00014.

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10

Abrianto, Bagus Oktafian, and Suparto Wijoyo. "REORGANIZATION OF REGIONAL ENVIRONMENTAL INSTITUTION." Yuridika 32, no. 1 (August 23, 2017): 1. http://dx.doi.org/10.20473/ydk.v32i1.4799.

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Nowadays, The Institutional of environmental in regional experinced many changes, its cause of stipulated of Law No. 23 of 2014 on Local Government and Government Act No. 18 of 2016 on Local Government Organization. Rule about central government authority and local government authority on environment aspect that ruled by Act No. 32 of 2009 on Protection and Management of Environment must be adjusted with Act No. 23 of 2014 on Local Government and Government Act No. 18 of 2016 on Local Government Organization. This research analyze about institutional harmonization on statute approaches. It is expected that this research give a knowledge of affairs which central government authority, province government authority, and district/regency government authority clearly especially on environment aspect. The minister of environment and forestry in order to implementing coordinative function, should be obliged to synchronize working program of environment institution between local and central government for making integrated environment management (policy) approaches.

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Zhang, Bing. "Development of Data Info Library Management System on the Basis of SharePoint Portal Server." Applied Mechanics and Materials 727-728 (January 2015): 1005–8. http://dx.doi.org/10.4028/www.scientific.net/amm.727-728.1005.

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data information management has thoroughly changed the traditional mode of data management, whose real ability is not only presented on a more efficient work way, but also on the creation of a new work approach, which is the core content of department work flow reorganization, and also the embodiment of the ultimate goal of department workflow reorganization. With the continuous development of enterprise information, the establishment shall be constantly perfected of data management information system.

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Hong, Seong-ho, and Waon-ho Yi. "Government Reorganization Trend in Disaster and Safety Management Field." Korean Society of Hazard Mitigation 18, no. 1 (November 20, 2017): 165–70. http://dx.doi.org/10.9798/kosham.2018.18.1.165.

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FUKUI, Hideo. "Reorganization of the management rule of condominiums：Use of experts." Japanese Journal of Real Estate Sciences 29, no. 4 (2016): 141–50. http://dx.doi.org/10.5736/jares.29.4_141.

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14

Malley, Ian. "Effects of local government reorganization on senior library management." Librarian Career Development 5, no. 1 (March 1997): 34–38. http://dx.doi.org/10.1108/09680819710159754.

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15

Boesken, W. H. "Disease management programmes: reorganization of healthcare delivery in Germany." Nephrology Dialysis Transplantation 18, no. 9 (September 1, 2003): 1707–10. http://dx.doi.org/10.1093/ndt/gfg262.

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Hannah, K. J. "Transforming Information: Data Management Support of Health Care Reorganization." Journal of the American Medical Informatics Association 2, no. 3 (May 1, 1995): 147–55. http://dx.doi.org/10.1136/jamia.1995.95338867.

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17

Provan, John L. "Management of educational change in times of medical reorganization." American Journal of Surgery 161, no. 6 (June 1991): 683–86. http://dx.doi.org/10.1016/0002-9610(91)91255-h.

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18

Gorbachevskii, V. P., L. A. Pakhomova, and A. V. Borovskih. "Reorganization of Waste Management Scheme for Construction and Demolition." IOP Conference Series: Materials Science and Engineering 1079, no. 7 (March 1, 2021): 072028. http://dx.doi.org/10.1088/1757-899x/1079/7/072028.

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19

Kumar, Pradeep. "Canadian Labour's Response to Work Reorganization." Economic and Industrial Democracy 16, no. 1 (February 1995): 39–78. http://dx.doi.org/10.1177/0143831x9501600103.

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Muzekari, Louis H., and Gail N. Mattix. "Clients' Functioning and Need for Case Management." Psychological Reports 80, no. 1 (February 1997): 203–8. http://dx.doi.org/10.2466/pr0.1997.80.1.203.

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This paper describes the transition and reorganization of a Community Support Service, previously functioning as a traditional management program with high caseloads. Through the development and use of a tier system, based on functioning, clients were provided service commensurate with need.

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McCahery, Joseph A. "Corporate Reorganization and Bankruptcy." European Business Organization Law Review 5, no. 1 (March 2004): 1–5. http://dx.doi.org/10.1017/s1566752904000011.

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Shrader, Mark J., and Kent A. Hickman. "Economic Issues In Bankruptcy And Reorganization." Journal of Applied Business Research (JABR) 9, no. 3 (September 29, 2011): 110. http://dx.doi.org/10.19030/jabr.v9i3.6047.

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This paper examines current issues in bankruptcy and reorganization. Bankruptcy is an area of high research interest because of its implications for corporate financial decisions and because of the increased occurrence of financial distress in the U.S. economy. The paper discusses the role of bankruptcy in the economy and examines the efficiency of current bankruptcy laws and practices.

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Kucuk Yilmaz, Ayse. "Transformation process risk management to sustainable corporate performance and quality management: developing flowcharts for approved training organization." Aircraft Engineering and Aerospace Technology 92, no. 2 (November 17, 2019): 201–12. http://dx.doi.org/10.1108/aeat-07-2019-0151.

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Purpose Each decision-making involves risk; therefore, risk is a strategic element in management and organization. In terms of risk management, the transformation process in organizations should be aimed at optimizing and improving the most important performance criteria such as cost, quality, flexibility and speed, rather than just as required by legislation. Transformation process has sustainability risks for organizations. ATO transformation process should be well designed. Process also should include clear steps to implement them. Sound and well-designed process will be useful for organizational performance and quality management. The management of the risks of conversion processes is vital for the continuation of operations without interruption. In aviation universities’ approved training organizations (ATOs), each system must be handled and processed separately. Transformation plans should be prepared considering the risks of each system. The purpose of this study is to develop process flowcharts of all systems in sustainable ATO transformation process from risk management perspective. Design/methodology/approach Flowchart method is useful to identify process risks in organizational system transformation. Flowcharts simplify communication and provide effective analysis of the process. Flowchart enables designing plan which is suitable for aimed results. Flowcharts method provides efficient coding and system analysis and program development phase also serves as a guide while debugging errors. In this study, flowcharts including all stages have been developed for transition to an ATO authorization. With these flowcharts, all elements of the process and the risks, threats and opportunities that may be faced can be proactively identified together. Thus, improvements will be possible to achieve the corporate objectives of the transformation and reorganization process and increase the corporate performance with optimum resource usage. Findings Flowcharts may contribute to the reorganization and transformation of processes in all aviation academies. In this sense, it provides infrastructure for future studies. New studies can be carried out for the reorganization of all departments in aviation. It is believed that this research will contribute to the aviation management literature. Flowchart is also called as process flowchart or process flow diagram. Flowchart is effective methodology to manage transformation process risk. Owing to clarify each step in transformation process, risks may be managed with timely decision-making by managers. In this research, five fundamental flowcharts have been developed in ATO system. These include all processes in transformation as preparation of manuals, new authority application, competent authority inspections, corrective and preventive actions, revalidation and fees in transformation process and its parts. Presented flowcharts may be useful to identify and manage process risk in initial phase as consent with proactive management style. Research limitations/implications This research presents designed flowcharts for ATO transformation risk management process. This research may extend at other departments in aviation universities such as air traffic control, maintenance and management. Practical implications As a methodology, flowcharts can be considered as schematic algorithms. The flowchart is a detailed representation of the process to carry out a specific task. In this research, flowcharts have been developed for transformation process stages at ATO authorization. These flowcharts are useful for proactive identification of process elements and their risks – threats and opportunities. Thus, improvements will be possible to achieve the corporate objectives of the transformation and reorganization process and increase the corporate performance with optimum resource usage. Flowcharts may contribute to the reorganization and transformation of processes in all aviation academies. In this sense, it provides infrastructure for future studies. New studies can be carried out for the reorganization of all departments in aviation. It is believed that this research will contribute to the management and strategy literature with engineering. Originality/value ATO transformation process risk management has not been studied much in literature. The operational manuals of ATO's management and strategy planning prepare according to both legal regulations and handbooks of aviation authorities which obliged for ATO. It is anticipated that this original study may be useful for determining the risks of transformation processes of flight training departments of civil aviation universities and for good process design. Flowcharts may contribute to the reorganization and transformation of processes in all aviation academies. In this sense, this study provides infrastructure for future studies. New studies can be carried out for the reorganization of all departments in aviation. It is believed that this research will contribute to the aviation management literature. Flowchart is also called as process flowchart or process flow diagram. Flowchart is effective methodology to manage transformation process risk. Owing to clarify each step in transformation process, risks may be managed with timely decision-making by managers. The aviation universities operate with authorization. This research may contribute to their process management and strategy to complete their transformation and transition via risk management. Developed flowcharts present all necessary steps to become authorized as an ATO. This research may serve as a kind of framework guide for other aviation organizations to be used in their transformation/transition process.

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Bazzoli, Gloria J., Anthony LoSasso, Richard Arnould, and Madeleine Shalowitz. "Hospital Reorganization and Restructuring Achieved Through Merger." Health Care Management Review 27, no. 1 (January 2002): 7–20. http://dx.doi.org/10.1097/00004010-200201000-00002.

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25

Townsend, Mary B. "A Participative Approach to Administrative Reorganization." JONA: The Journal of Nursing Administration 20, no. 2 (February 1990): 11???14. http://dx.doi.org/10.1097/00005110-199002000-00004.

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26

Galičić, Vlado. "BUSINESS REORGANIZATION AND HOTEL PROCESS FUNCTION." Tourism and hospitality management 11, no. 1 (May 2005): 265–74. http://dx.doi.org/10.20867/thm.11.1.17.

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Kao odgovor na rastuću konkurenciju, menadžment hotela mora razviti nove grupe hotelskih usluga i svoju ponudu usredotočiti na određene segmente turističkog tržišta. Iz toga slijedi da se tržišna segmentacija turističkog tržišta ogleda u organizacijskoj segmentaciji. Svaka organizacija poslovnih funkcija i radnih procesa koji se odvijaju u hotelu, odraz je cilja zbog kojeg je ustanovljena i okolnosti u kojima djeluje. Prvi preduvjet razumijevanja te organizacije je razumijevanje novih konkurencijskih utjecaja i modernih upravljačkih metoda koje se javljaju u rastućem opsegu. Mijenjanje tradicionalne organizacije u modemu organizaciju, danas je jedan od najvećih izazova hotelskom menadžmentu. Kroz proces poslovnog reinženjeringa i usredotočenje na odvijanje poslovnih procesa, posao menadžmcnta izvršit će se uspješnije, naročito ako se imaju na umu organizacijske implikacije koje sa sobom donosi.

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27

Maruyama, Magoroh. "Some management considerations in the economic reorganization of Eastern Europe." Academy of Management Perspectives 4, no. 2 (February 1990): 90–91. http://dx.doi.org/10.5465/ame.1990.4274801.

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28

Aihara, Kazuo. "Farm Management Characteristics and Structural Reorganization in Citrus Fruit Production." Journal of Rural Problems 21, no. 4 (1985): 172–82. http://dx.doi.org/10.7310/arfe1965.21.172.

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29

Imai, Raizo. "Farm Management Characteristics and Structural Reorganization in Deciduous Fruit Production." Journal of Rural Problems 21, no. 4 (1985): 183–89. http://dx.doi.org/10.7310/arfe1965.21.183.

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30

Park, Sung-hwa, and Jang-hee Lee. "A Study on Characteristics of Earnings Management by Reorganization Type." Accounting Information Review 35, no. 2 (June 30, 2017): 293–319. http://dx.doi.org/10.29189/kaiaair.35.2.12.

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31

Mozdzierz, Gerald J., Richard L. Greenblatt, Ralph Snodgrass, Bernard Sladen, and Douglas Jameson. "Reorganization and Quality Management of Psychiatric and Substance Abuse Patients." Journal For Healthcare Quality 20, no. 6 (November 1998): 21–23. http://dx.doi.org/10.1111/j.1945-1474.1998.tb00292.x.

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32

Useem, Michael, and Martin M. Gottlieb. "Corporate restructuring, ownership-disciplined alignment, and the reorganization of management." Human Resource Management 29, no. 3 (1990): 285–306. http://dx.doi.org/10.1002/hrm.3930290305.

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33

Houseman, Susan N., and Paul Osterman. "Employment Futures: Reorganization, Dislocation, and Public Policy." Industrial and Labor Relations Review 43, no. 1 (October 1989): 150. http://dx.doi.org/10.2307/2523229.

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34

Hahn, Heidi Ann, Richard P. Bastian, and Pamela R. French. "Reengineering a Large Technology-Based Organization." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 38, no. 12 (October 1994): 779–83. http://dx.doi.org/10.1177/154193129403801213.

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Los Alamos National Laboratory is a large science- and technology-based organization that has recently undertaken a major reengineering effort in an attempt to maintain its competitiveness in a rapidly changing world. Although the initial thrust was toward altering processes, management systems, and culture, it was decided that a major reorganization was needed as well. Along with the reorganization came a flattening of the management hierarchy and an almost complete change in the composition of the senior management group. This restructuring has had profound effects on the organization, requiring a new approach to management by the senior executives, and, at least initially, has swamped process and systems changes that will ultimately determine the success or failure of the effort. This paper documents the journey – how the structure and behaviors of the senior management group had to change to work in the new environment, trickle-down effects of reorganization, levels of decision-making, integrating processes and systems, and communicating with employees – and identifies some lessons learned that might be useful to other large technical organizations contemplating such changes.

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35

Tucker, Reginald. "CoD approves association reorganization." Metal Finishing 104, no. 10 (October 2006): 18–21. http://dx.doi.org/10.1016/s0026-0576(06)80316-8.

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Kachalkina, K., and D. Kotov. "DEVELOPMENT OF THE ENTERPRISE MANAGEMENT SYSTEM IN THE CONDITIONS OF MACROECONOMIC SYSTEMS ACCELERATING DEVELOPMENT." Business Strategies 9, no. 4 (April 13, 2021): 110–13. http://dx.doi.org/10.17747/2311-7184-2021-4-110-113.

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The article raises topical issues of improving enterprise management in an accelerating pace of macroeconomics development. Separately the authors consider changes in organizational management systems in detail. The modern external and internal environment of the enterprise is characterized by high dynamism, the speed of the changes taking place does not allow the development and implementation of such a management system that would be adequate to the environment for a long and even medium term. Research has shown that many enterprises waste resources and immerse themselves in constant reorganization procedures, which, nevertheless, do not achieve the desired results. Such reorganizations cannot provide today’s efficiency and readiness for tomorrow. The ongoing change in organizational structures signals the need to develop a new approach to organizational structures of management. The said approach should be preactive and predictive, with elements of self-organization and self-regulation. The authors of the article illustrate the logic of the new approach, showing the relationship between dynamic changes in the environment, the management system, and the economic results of the enterprise.

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James, Oliver. "Explaining the Next Steps in the Department of Social Security: The Bureau-shaping Model of Central State Reorganization." Political Studies 43, no. 4 (December 1995): 614–29. http://dx.doi.org/10.1111/j.1467-9248.1995.tb01722.x.

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The Next Steps reform is a major reorganization of the British central state which has occurred rapidly since 1988. Existing explanations of the reform largely accept the official interpretation that it was a natural development of the earlier Financial Management Initiative. However. Next Steps is radically different involving passing responsibility for the management of many executive functions to agencies whilst senior officials in departments concentrate on policy work. Next Steps occurred rather than the alternative reform of senior officials becoming hands-on managers of integrated departments carrying out executive functions. The bureau-shaping model uses an institutional rational choice approach and views reorganizations as bureau-shaping strategies by self-interested officials who attempt to achieve desired combinations of core budget and policy work time. The model is applied as an explanation of Next Steps in the Department of Social Security.

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Kalchenko, Olha. "САНАЦІЯ ЯК СПОСІБ ЗАПОБІГАННЯ БАНКРУТСТВУ ПІДПРИЄМСТВ." PROBLEMS AND PROSPECTS OF ECONOMIC AND MANAGEMENT, no. 1(21) (2020): 220–28. http://dx.doi.org/10.25140/2411-5215-2020-1(21)-220-228.

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Given the instability of the political and economic situation, which negatively affects solvency of domestic enterprises and threatens their bankruptcy, issues of financial recovery of economic entities are now becoming particularly relevant. Within the article, importance of the reorganization of enterprises in the context of ensuring their financial stability, liquidity and solvency in crisis conditions is considered; it is proved that reorganization is an objective necessity of market management; it is complex and covers financial, production, organizational and social aspects of the enterprise operation. Theoretical approaches to the definition of reorganization are studied; the author's vision of this term is substantiated, the main purpose of reorganization of enterprises is defined. A statistical analysis of the state of bankruptcy proceedings and the effectiveness of its procedure during 2011 – 2019 is carried out.

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Park, June S., Robert Bartoszynski, Prabuddha De, and Hasan Pirkul. "Optimal Reorganization Policies for Stationary and Evolutionary Databases." Management Science 36, no. 5 (May 1990): 613–31. http://dx.doi.org/10.1287/mnsc.36.5.613.

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McDonnell, Lorraine M., Beryl A. Radin, Willis D. Hawley, Thomas B. Timar, and David L. Kirp. "The Politics of Federal Reorganization." Journal of Policy Analysis and Management 8, no. 4 (1989): 688. http://dx.doi.org/10.2307/3325059.

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Edmunds, John C., Susan E. Moeller, and George Kutner. "The Risks And Rewards Of Investing In The Stocks Of Bankrupt Companies." Journal of Applied Business Research (JABR) 3, no. 1 (November 1, 2011): 42. http://dx.doi.org/10.19030/jabr.v3i1.6546.

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This paper tracks the effect of reorganization on the equity issues of firms in Chapter 11 both before and after the filing date. It computes risk and return characteristics before and after filing. The calculations indicate that after filing the systematic risk of shares of Chapter 11 firms declines and the total variance rises. This result is important for investors interested in speculating in shares of companies in reorganization.

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Nitta, Keith A., Sharon L. Wrobel, Joseph Y. Howard, and Ellen Jimmerson-Eddings. "Leading Change of a School District Reorganization." Public Performance & Management Review 32, no. 3 (March 1, 2009): 463–88. http://dx.doi.org/10.2753/pmr1530-9576320305.

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Kao, Chiang, and Yong Chi Yang. "Reorganization of forest districts via efficiency measurement." European Journal of Operational Research 58, no. 3 (May 1992): 356–62. http://dx.doi.org/10.1016/0377-2217(92)90066-i.

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Tang, Jin Peng, and Ling Lin Li. "Design of Logistics Management System Based on Workflow." Applied Mechanics and Materials 667 (October 2014): 103–6. http://dx.doi.org/10.4028/www.scientific.net/amm.667.103.

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The existing logistics management systems can not meet the needs of business change and reorganization. In view of this situation, put forward a logistics management system based on workflow. This system used logistics enterprises busyness process as the core, and organizes the logistics business by the workflow, improve the logistics management level and work efficiency. The system has characters of flexibility, scalability.

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Newell, Charldean, and Samantha L. Durst. "The Reorganization Perspectives of Personnel Administrators." Review of Public Personnel Administration 19, no. 4 (October 1999): 17–30. http://dx.doi.org/10.1177/0734371x9901900403.

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GUDZENKO, Nataliya, Natalia KOVAL, and Tetiana KORPANIUK. "ACCOUNTING PROCEDURES FOR REORGANIZATION OF BANKING INSTITUTIONS." "EСONOMY. FINANСES. MANAGEMENT: Topical issues of science and practical activity", no. 1 (41) (January 2019): 122–35. http://dx.doi.org/10.37128/2411-4413-2019-1-10.

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The domestic banking sector should become one of the main driving forces of the structural reorganization of the industrial and agricultural sectors. To implement this objective, it is necessary to develop a powerful banking system based on stable banking institutions. In such conditions, the ability to manage the financial stability of banking institutions, identify signs of instability and bankruptcy in a timely manner, and, if possible, try to neutralize or eliminate them is of great significance. The necessity of implement measures aimed to stabilize the banking system in conditions of the instability of the external environment is substantiated. Peculiarities of the reorganization of banking institutions as one of the effective measures intended to avoid bankruptcy and to stabilize the financial situation are revealed, attention is paid to the need to improve the solvency of domestic banks in the conditions of economic and political instability, as well as the global financial crisis. On the basis of statistical data, the analysis of the reasons for the reorganization and termination of the activity of banking institutions is carried out, the domestic banking market and the world tendencies are compared. According to the analysis of the unsatisfactory quality of banking assets, there have been identified 8 types of inadequate practices for portfolio management of loans and investments in bankrupt foreign banks, including liberalism in providing loans, significant shortcomings in financial reporting, excessive lending, incomplete documentation in the field of taxation. According to the results of the study, the possibilities of reorganization of the banking institution and termination of activity are summarized. In particular, preconditions for reorganization, purpose, and methodological principles of reorganization of commercial banks are highlighted. By its content, the form of reorganization can be unifying, distributive and reorganization can be performed through transformation. Unifying forms include mergers and acquisitions. The procedure of reorganization is complicated by the mechanism for implementation and reflection in accounting and depends on what conditions it will be implemented (what status will be obtained by the future financial and credit institution). In practice, there arises a problem of the complexity of combining the balances on the accounts of the legal predecessor and successor. To solve the problem, it is proposed to add additional records into the accounting registers and new subaccounts and analytical accounts for the accounting of assets and liabilities. The types of bankruptcy are characterized according to the classification criteria and their classification is specified in various aspects (legal, control, accounting) taking into account the requirements of accounting, analysis and preparation of the corresponding reporting. The legal aspect covers all proposed types of bankruptcy, since any type of bankruptcy concerns the rights and interests of legal entities and individuals. However, not all types of bankruptcy are inherent in the control or accounting aspects. The article substantiates the list of accounting objects for various types of reorganization (merger, transformation), since the procedure of reorganization includes transactions for the registration of successor companies); the attention is focused on the problems of displaying in the accounting of claim settlements and the need for their analytical detailing, which expands information capabilities of the register of creditors’ claims, increases the transparency of information for external users and reduces the risk of non-payment. A promising direction is the improvement of organization of management accounting using the system approach, so that accounting support for the process of reorganization should be considered together with the formation of the appropriate methodology, effective management and modern information technology. The accounting policy should ensure the possibility of formation of the accounting information for the forecast of risks and possible bankruptcy of the commercial bank.

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47

LEE, J. M. "THE REORGANIZATION OF THE BRITISH COUNCIL: MANAGEMENT IMPROVISATION AND POLICY UNCERTAINTY." Public Administration 73, no. 3 (September 1995): 339–55. http://dx.doi.org/10.1111/j.1467-9299.1995.tb00832.x.

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48

Benda, Peter M., and Charles H. Levine. "OMB and the Central Management Problem: Is Another Reorganization the Answer?" Public Administration Review 46, no. 5 (September 1986): 379. http://dx.doi.org/10.2307/975776.

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49

Fitch, Donna K., Jean Thomason, and Elizabeth Crabtree Wells. "Turning the library upside down: Reorganization using total quality management principles." Journal of Academic Librarianship 19, no. 5 (November 1993): 294–99. http://dx.doi.org/10.1016/0099-1333(93)90025-z.

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Kjellberg, Francesco. "Local Government Reorganization and the Development of the Welfare State." Journal of Public Policy 5, no. 2 (May 1985): 215–39. http://dx.doi.org/10.1017/s0143814x00003032.

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ABSTRACTThis article attempts to analyze the reorganization of local government, perceiving it as a general phenomenon in the modern state. While occurring in most developed societies, the reforms at the sub-national level do not seem to have followed a common pattern; they have been introduced and combined in different ways. Accordingly, two main questions have to be raised. Why have so many developed societies gone through some kind of reorganization? And why has the reorganization taken place at different stages and in different forms? A general, but somewhat unsatisfactory answer is that this trend reflects the expansion of the public sector. A more specific answer requires a differentiation between (a) various categories of reform, (b) different stages in the development of the welfare state and (c) varying ideological perspectives. After an elaboration of these analytical tools, the article illustrates such a structural approach through a description of the reorganization process in Norway and Sweden.

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Journal articles on the topic 'Management – Reorganization'

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