Academic literature on the topic 'Organizational and staff structure'

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Journal articles on the topic "Organizational and staff structure"

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Kiyundo Zikanga, Silaji Turyamureeba, Tukur Muhammad, Abdul Rahim. "Organizational structure and Academic staff Performances in Private Universities in Uganda." IDOSR JOURNAL OF HUMANITIES AND SOCIAL SCIENCES 8, no. 2 (2023): 22–27. http://dx.doi.org/10.59298/idosrjhss/2023/12.1.5100.

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The decision to organize and restructure institutions have become crucial due to dynamics of the Academic environment in private Universities. Organizational structure is the most important structural choice a leader must make as it establishes the formal categorization, coordination, and division of work duties in an organization, The authors assert that the organizational structure and level of employees dedication among academic staff members are very crucial. The decision to organize and restructure institutions has become crucial due to the dynamics of the academic environment in private universities. Organizational structure is the most important structural choice a leader must make as it establishes the formal categorization, coordination, and division of work duties in an organization. The authors assert that the organizational structure and level of employee’s dedication among academic staff members are very crucial. The study is aimed at reviewing literature on organizational structure and academic staff performance in private universities in Western Uganda. In order to achieve this, the researcher used ProQuest significantly with the appearance of web-based providers which includes: Science Direct; Web of Science; Em-erald; Google Scholar; Scopus ,Springer; Education Resources Information Centre (ERIC), Tylor and Francis. All the databases were scanned to retrieve the published articles in social science, management education with regard to Organizational structure and academic staff performance in private universities in Uganda. I used a computer laptop and internet gadgets and downloaded 100 articles and some journals related to the research topic under review. Review findings indicate that organizational boundaries and hierarchical layers have a substantial impact on academic staff performance and promote dedication among academic staff members in universities. It was also found that organizational structure and service delivery are positively correlated. On the basis of the literature reviewed, empirical evidence shows that organizational structure has a significant impact on academic staff performance in private universities in Uganda. Keywords: Organizational structure, academic staff performance, private universities
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Epishkin, I. A. "SCIENTIFIC SUPPORT OF ORGANIZATIONAL AND STAFF POLICY OF LARGE COMPANIES." World of Transport and Transportation 14, no. 6 (2016): 24–28. http://dx.doi.org/10.30932/1992-3252-2016-14-6-3.

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[For the English abstract and full text of the article please see the attached PDF-File (English version follows Russian version)].ABSTRACT The actual task of the current stage of adaptation of organizations to the requirements of a market economy is the scientifically based design of management structures. The structure adequate to the market becomes the most important condition for effective functioning and development of any autonomous subject of the transformations taking place in society. This is especially indicative for such a dynamic branch of the economy as transport. The article is devoted to the research of scientific approaches to organizational and staff policy in the organizations of transport and transport education. The system of trends influencing organizational changes is proposed, the range and structural features, levels of system complexity of the project solutions being prepared are determined. Keywords: organizational and staff policy, design of organizational structure, transport company, optimization, system, management structure.
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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 (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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OBOLEWICZ, Jerzy, Adam BARYŁKA, and Mariusz ŻÓŁTOWSKI. "Designing the organizational structure of construction." Inżynieria Bezpieczeństwa Obiektów Antropogenicznych, no. 2 (June 10, 2024): 24–29. http://dx.doi.org/10.37105/iboa.210.

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Building construction organizational structures is aimed at creating appropriate conditions for the cooperation of construction staff in order to complete a specific construction object. It should be associated with the process of organizing and allocating work, decision-making rights and resources to individual construction participants, along with providing appropriate resources so that they can perform their tasks correctly and safely. Construction organizational charts are helpful. The article presents an example procedure for designing an organizational structure that may be useful in construction management.
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Little, Charles, and Samantha Noll. "Improving Hospital Incident Command Organizational Structures." Prehospital and Disaster Medicine 38, S1 (2023): s97. http://dx.doi.org/10.1017/s1049023x23002704.

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Introduction:The current Incident Command System (ICS) was developed to manage wildland fires, then was adopted by general firefighting. It has since been adapted to multiple other sectors and widely used. The Hospital Emergency Incident Command (HICS) was introduced in 1991. An ICS currently is required to be used for hospital incident management in the US.The overarching structure of traditional HICS consists of Command Staff (Incident Commander, Public Information Officer, Safety Officer, Liaison Officer and Medical/Technical Specialist) and General Staff. The General Staff has Sections consisting of Operations, Planning, Logistics and Finance/Administration. Multiple and flexible subgroups carry out the processes in these areas.This HICS structure does not adapt easily to hospital daily functions and alternatives have been proposed. This includes structuring around essential functions and mixed models. Over time hospital systems have become larger, and incidents more complex and sustained. New more expansive and flexible ICS structures are needed for complex responses.Method:We reviewed both the published and grey literature for examples of different incident management structures and evidence of their effectiveness.Results:There is very little scientific literature on this topic. Several different descriptive reports exist. Multiple examples of hospital incident command organization structures from the hospital level progressing to hospital (and healthcare) system level and then multistate regional models will be reviewed. This includes the standard HICS model, emergency support function models and modifications following advanced ICS principles such as area command.Conclusion:Different ICS models exist that may offer individual healthcare systems improved ways to manage disasters.
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Santalova, Marianna, Irina Soklakova, Dariko Balakhanova, Elvira Lesnikova, and Elena Chudakova. "Target organizational structure and human potential." SHS Web of Conferences 101 (2021): 02009. http://dx.doi.org/10.1051/shsconf/202110102009.

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The article examines the success of companies depending on the quality of human resources and the organizational structure of their management. Based on the structure of human potential, the work highlights the processes that reduce it; the values of work of employees of the studied companies are ranked: work as a means of subsistence, communication with colleagues, confidence in the future, the installation "work as the main value in life", the possibility of creative growth. Problems in the field of personnel management are identified in two areas: composition of employees; performance management of staff. To improve the work of managers in the studied companies, it is proposed to implement a comprehensive program. It should include the following areas: changing the management structure, where job responsibilities are clearly reallocated; reviewing job descriptions in order to regulate employee responsibilities, support the most effective technology; and building organizational commitment of staff. The organizational structure of the studied trading firms should be made problem-oriented. Changing the structure will allow to: create additional links that deal with strategic planning; organize production and sales, improve quality, and develop production; the line manager will be able to delegate authority on certain issues and tasks.The proposed problem-oriented management structure, which has the advantages of all organizational structures, has no obvious disadvantages. It provides a high level of specialization of employees, performing a specific function; it is combined with the structure of the management system, is easy to form and operate, and is adaptive to changes. We suggest evaluating the effectiveness of human resource management when changing the organizational structure of management by the level of management decisions of organizations.
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Higa, Mori Lou, Brian Bunnett, Bill Maina, et al. "Redesigning a Library’s Organizational Structure." College & Research Libraries 66, no. 1 (2005): 41–58. http://dx.doi.org/10.5860/crl.66.1.41.

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The evolution from print to electronic resources and services continues to pose significant challenges for academic libraries. This article presents a systematic, evidence-based approach to guide this transition, which resulted in an exhaustive reorganization of library staffing and services. The approach begins with the necessity of accumulating and then evaluating data on staff workloads and responsibilities. At the University of Texas Southwestern Medical Center at Dallas Library, this evaluation revealed that a preponderant amount of time was still spent on print-related activities that were no longer considered to be library priorities. The corrective actions taken to remedy this misalignment are then discussed.
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Mukhara Devi, Kangjam, and W. C. Singh. "HOSPITAL STAFF PERCEPTION OF STRUCTURAL ORGANIZATIONAL CLIMATE DIMENSION." Humanities & Social Sciences Reviews 8, no. 2 (2020): 744–55. http://dx.doi.org/10.18510/hssr.2020.8283.

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Purpose of the Study: Organizational Climate is considered as the perception of the organization by the employees and it is one of the aspects to study the organizational behavior of the human resources in organizations. The purpose of the study is to measure the perception of hospital staff about structural organizational climate dimensions. The dimensions are formalization and working conditions.
 Methodology: The study was conducted at seven select hospitals of Manipur and employed a structured questionnaire to collect data from the staff like doctors, nurses, and those who are working in the management levels with a sample size of 323. The valid data was statistically analyzed using IBM: SPSS Statistics Version 22.
 Findings: The results indicated that the socio-demographic factor age is the only factor that significantly influences the variation of perception of the staff towards working conditions; while gender and educational qualification of the staff are those factors that significantly influence the variation in their perception towards formalization. Besides a staff of government hospitals have a significantly higher perception of the working condition than those of private hospitals, while staffs of private hospitals have a significantly higher perception of formalization than those of government hospitals.
 Application of the study: The outcome of the research would enlighten that by giving importance to the structural Organizational Climate dimensions of the hospital structure, the behavior of the employees can be boosted which then leads to better hospital functioning. The findings would be of immense help to academicians, researchers as well as hospital administration or management for proper policy planning for efficient and effective organizational goal attainment.
 Novelty/originality of the study: In this research, the model of hospital staff perception of structural organizational climate dimension is presented comprehensively and completely.
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Sandoff, Mette, and Kerstin Nilsson. "How staff experience teamwork challenges in a new organizational structure." Team Performance Management 22, no. 7/8 (2016): 415–27. http://dx.doi.org/10.1108/tpm-05-2016-0021.

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Purpose This study aims to explore challenges arising from the development of teamwork in a new organizational structure, based on the experiences of the staff involved. Design/methodology/approach An explorative and qualitative approach was used, with individual interviews as the data collection method. These interviews were analyzed using qualitative and interpretative analysis with a modified editing style. Findings The results describe how the lack of essential organizational prerequisites for teamwork and the absence of the leadership qualities needed to facilitate teamwork contribute to difficulties in working in a team-orientated way. Shortage of information among the team members and few scheduled meetings signify insufficient coordination within the working team. Without a team leader who can keep things together, read the team members’ needs and support and guide them, team work is difficult to uphold because the members will need to seek support elsewhere. Assumed synergies from working together as team member experts will be thwarted. Originality/value This study contributes knowledge about the difficulties in creating team-orientated cooperation in a new organizational structure when leadership as well as structures and processes supporting team work are absent. The challenges described are drawn from the experiences of the staff concerned, providing insights to form a basis for theoretical and practical discussion.
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Jiang, Shanhe, Eric G. Lambert, Xiaohong Jin, Deping Xiang, Mengfei Shi, and Dawei Zhang. "Correlates of Organizational Commitment Among Community Correctional Officers in China." Prison Journal 98, no. 1 (2017): 60–82. http://dx.doi.org/10.1177/0032885517743706.

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There has been limited research on the correlates of organizational commitment among community correctional staff, regardless of the nation. Using data from 225 community correction officers from Hubei, China, this study examined community correctional staff commitment to their agencies and its predictors. The study found the majority of the respondents had commitment to their organizations. Organizational structure variables were more powerful than job characteristics in explaining the variance of the organizational commitment. All relationships between organizational structure variables, job characteristics, and organizational commitment were mediated by job satisfaction.
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Dissertations / Theses on the topic "Organizational and staff structure"

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Moore, Eugene R. "Staff organizational commitment as a predictor of staff perceptions of working alliances with delinquent youth." Diss., The University of Arizona, 2003. http://hdl.handle.net/10150/280315.

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The relationship between staff organizational commitment and staff perception of working alliances with youth in juvenile justice settings was investigated. Staff of the North American Family Institute (NAFI) were the subjects of this investigation. Meyer and Allen's (1991) model of organizational commitment with dimensions of affective, normative and continuance commitments was used to investigate staff organizational commitment as an independent variable impacting perceptions of working alliances between staff and youth in juvenile institutions. Horvath and Greenberg's (1994) Working Alliance Inventory (WAI) was used to measure staff perceptions of working alliance. A significant positive correlation was found between normative commitment and perceptions of working alliance using Pearson correlation statistics. Affective commitment and continuance commitment did not correlate significantly with staff perceptions of working alliance. Regression of normative, affective, and continuance commitment with the dependent variable of working alliance showed only normative commitment as significantly impacting working alliance. Age, gender and ethnicity were not found to be significantly correlated with staff perceptions of working alliances.
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Wilson, William T. Kennedy Virginia C. "The influence of staff and organizational characteristics on social environment in substance abuse treatment facilities /." See options below, 1992. http://proquest.umi.com/pqdweb?did=746763961&sid=3&Fmt=2&clientId=68716&RQT=309&VName=PQD.

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Підлісний, В. А. "Удосконалення управління кадровою службою підприємства (на прикладі ГПУ "Полтавагазвидобування")". Master's thesis, Сумський державний університет, 2020. https://essuir.sumdu.edu.ua/handle/123456789/81920.

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В умовах формування ринкових відносин в нашій країні особливого значення набувають питання використання сучасних форм управління персоналом. Метою даної магістерської роботи є аналіз різних систем управління персоналом і пошук найбільш ефективних механізмів їх впровадження в практику господарювання підприємства. В роботі розглянуті загальнотеоретичні питання управління персоналом підприємства, технологія управління персоналом на основі використання маркетингових підходів, механізмів кадрового планування та роботи кадрових служб. На основі проведеного аналізу діяльності кадрової служби підприємства ГПУ "Полтавагазвидобування" та її недоліків надано пропозиції щодо удосконалення напрямків її діяльності.<br>В условиях формирования рыночных отношений в нашей стране особого значения приобретают вопросы использования современных форм управления персоналом. Целью данной магистерской работы является анализ различных систем управления персоналом и поиск наиболее эффективных механизмов их внедрения в практику хозяйствования предприятия. В работе рассмотрены общетеоретические вопросы управления персоналом, технология управления персоналом на основе использования маркетинговых подходов, механизмов кадрового планирования и работы кадровых служб. На основе проведенного анализа деятельности кадровой службы предприятия ГПУ "Полтавагаздобыча" и ее недостатков даны предложения по совершенствованию направлений ее деятельности.<br>In the conditions of formation of market relations in our country questions of use of modern forms of personnel management acquire special value. The purpose of this master's thesis is to analyze various personnel management systems and find the most effective mechanisms for their implementation in the practice of business management. The paper considers general theoretical issues of personnel management, personnel management technology based on the use of marketing approaches, personnel planning mechanisms and the work of personnel services. On the basis of the conducted analysis of activity of personnel service of the enterprise of GPU "Poltavagozdobycha" and its shortcomings offers on perfection of directions of its activity are given.
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McClelland, Dennis Martin. "Improving staff performance by enhancing staff training procedures and organizational behavior management procedures." [Tampa, Fla] : University of South Florida, 2008. http://purl.fcla.edu/usf/dc/et/SFE0002593.

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McClelland, Dennis Martin Jr. "Improving Staff Performance by Enhancing Staff Training Procedures and Organizational Behavior Management Procedures." Scholar Commons, 2008. https://scholarcommons.usf.edu/etd/389.

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The ability of direct care staff members to carry out behavior programs, specific protocols written by a behavior analyst, or recommendations made after completion of a functional behavioral assessment is an essential tool needed for such documents to actually be meaningful to patients. Since direct care staff members spend the most time directly working with patients, it is imperative that they carry out intervention procedures with reliability and fidelity. This study evaluated the effectiveness of staff training procedures as well as organizational behavior management techniques used to ensure that staff members are equipped with the tools they need and are properly motivated to carry out the proposed intervention procedures. Staff members received training on the Tools for Positive Behavior Change curriculum developed by the Behavior Analysis Services Program at the University of South Florida using a myriad of training techniques. Then, organizational behavior management techniques were implemented in order to maintain tool implementation and positive interactions with patients over time. Effectiveness of these procedures was measured using a concurrent multiple baseline across participant research design. Results showed that participants did not increase, or only slightly increased, tool use and positive interactions after being trained. However, tool use and positive interactions showed a more substantial increase for most participants after the implementation of organizational behavior management procedures.
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Duszka, Christopher Damian. "School Climate in the School Choice Era: A Comparative Analysis of District-Run Public Schools and Charter Schools." FIU Digital Commons, 2018. https://digitalcommons.fiu.edu/etd/3922.

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Comparative analyses of district-run public schools and charter schools are limited to performance outcomes. There is a dearth of research on how the school-types vary on factors consequential to performance such as school climate. Public-private distinctions, such as in organizational autonomy, value orientations, funding structures, and management practices, could result in school climate dissimilarities between district-run public schools and charter schools. The aim of this dissertation is to assess the influence organizational factors have on school climate and determine if school-type affects school climate. Student and staff school climate survey data from the Miami-Dade school district were utilized for this dissertation. Structural equation modeling was employed to test theoretical models of students’ and staffs’ perceptions of school climate using data from 2001-2002 through 2015-2016 academic years. Within-between effects panel regression was utilized to test the effect of school-type on school climate constructs over time using data from 2005-2006 through 2015-2016 academic years. The structural equation results demonstrate that milieu, ecology, culture, and organizational structure influence students’ and staffs’ perceptions of their schools’ climates. Ecology has the strongest association with students’ perceptions of school climate. Job satisfaction, a part of milieu and culture, has the strongest association with staffs’ perceptions of school climate. The results indicate that the theoretical models of school climate employed by this study are sound. The within-between effects panel regression results demonstrate that characteristics inherent to school-type have a plausible influence on students’ perceptions of school climate, but not for staff. Charter school students rated their school climates more favorably than traditional public schools, but when other factors are controlled, traditional public schools and magnet schools had more favorable ratings. Public-sector values, collective bargaining, and school district oversight may be beneficial to schools’ climates. This dissertation underscores the impact management and funding structures have on school climate. The author recommends that the school climate concept and evaluations of schools’ organizational practices be incorporated into school improvement policies. The milieu, culture, ecology, and organizational structures of schools should be reviewed when assessing school quality.
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O’Malley, Tuomi Melissa. "The Identification of Staff Nurses as Organizational Champions: A Dissertation." eScholarship@UMMS, 2014. https://escholarship.umassmed.edu/gsn_diss/33.

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The characteristics of nurses acting as organizational champions, as well as the ways that clinical leaders systematically harness the energy of these champions in support of innovation, were explored in this qualitative descriptive study. The specific aims were guided by prior empirical evidence and identified research needs. Semi-structured interviews were conducted with 14 formal nursing leaders (e.g. managers, educators, administration) in an academic medical center. This study, including the interview guide, was informed by Kouzes and Posner’s (2007) Five Practices of Exemplary Leadership. Two models were developed to describe the data. Overall, participants echoed prior empirical findings identifying a need for organizational champions’ support of innovation and explained how some nurses seem to have “innate” characteristics that make them champions. Participants identified the champion as the “go to” person who can see the bigger picture and who seems to “own their own practice”. They described the importance of being truly present on the unit in order to harness the energy of these champions. Once champions are identified, leaders match the champions’ talents to the innovation planned, secure buy in from the champions, and actively work to support champions and get a culture of innovation “in the drinking water.” This work enhances the leader’s experience and makes him/her feel inspired and engaged. The two models developed based on the participants’ description of their experience working with staff nurses acting as organizational champions provide a framework for clinical leaders to identify and engage organizational champions in their clinical areas in support of innovation.
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Gunn, Natalie Isabella. "Staff evaluation of organisational context and change process : implications for managing change /." [St. Lucia, Qld.], 2005. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe20091.pdf.

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Duncan, Roderick. "A structure for staff development in primary education." Thesis, University of Aberdeen, 1990. http://digitool.abdn.ac.uk/R?func=search-advanced-go&find_code1=WSN&request1=AAIU027127.

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The study sets out to examine the underlying principles of and requirements for a structure for staff development in primary education within education authorities. The concept of staff development is introduced in Chapter One, followed in Chapter Two by a review of previous research published in the main during the last twenty-five years. Chapter Three proposes a process model of staff development. Within this is a description of one education authority's use of school self-evaluation materials written specifically to assist schools determine their own priorities for staff development. Alternative models of staff development are examined followed by an examination of the proposition against paradoxes derived from an analysis of needs of the individual, schools, education authorities and the political constraints operating within Scotland in the late 1980s. Chapter Four reviews historically the growth of a staff development structure within this authority based on such a model and describes the structure in action, the impact of the growth of the structure, and key factors in its development. Chapter Five is a short-term evaluation of the use of the school self-evaluation materials by schools in two pilot studies and issues are identified which should influence the operation of the proposition within authorities. In Chapter Six the structure is examined critically through the eyes of a parent, head teacher, teachers' union secretary and Minister of State for Scotland. Chapter Seven thereafter examines in detail six issues which are seen to be fundamental if developments are to progress into the 90s. The concluding chapter firstly examines the strengths, weaknesses and possible reasons for the structure to crumble. Thereafter, conclusions are reached which refer to: the characteristics of a necessary structure; the need for authorities to accept some diminution of power; partial autonomy of schools; the requirements for, purpose and benefits of school self-review; the need to involve the parent body and children; the development of critical communities and a new professionalism.
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Åhlin, Erik. "Tuberculosis care in Stockholm : An organizational analysis based on staff perception." Thesis, Södertörns högskola, Institutionen för naturvetenskap, miljö och teknik, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-21866.

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In an increasingly more interconnected world, the importance of epidemiology in public and international health is rapidly increasing. Tuberculosis is one of the diseases that contributes to this, as its lengthy incubation time and annual high mortality count makes it one of the toughest bacteria for the medical community to combat. Sweden is today a low-endemic region but still suffers a number of cases each year. The majority of these infections have occurred abroad. This qualitative study aims evaluate the Swedish healthcare systems organizational structure in relation to the treating and tracking of tuberculosis. Key personnel from several different units working with diagnosing, treating and tracking of tuberculosis have been interviewed about their perception regarding the organizational structure. The data have been analyzed through H. Mintzbergs theoretical framework regarding organizational structure. The analysis shows that the current system can be described as an Adhocracy. The organization is highly capable of handling adjustment and producing unique and complex outputs in the form of individualized treatment plans and disease tracking efforts. However, the system is highly dependent on internal communication and has great difficulty in up-scaling and expanding. The study shows that the current system would be challenged by a sharp increase in tuberculosis-cases in Stockholm.<br>I en alltmer sammankopplad värld så får epidemiologin en ökad betydelse i folk- och internationell hälsa. Tuberkulos är en av de sjukdomarna som ligger bakom detta. Dess långa inkubationstid och höga dödstal gör att är en av de svåraste bakteriesjukdomarna att få bukt med. Sverige är idag ett låg-endemiskt land men drabbas ändå av ett par hundra fall per år. Majoriteten av dess infekteras i utland och reser sedan in i Sverige. Denna kvalitativa studie har som mål att utvärdera det svenska hälsovårdssystemet utifrån dess organisatoriska struktur. Datainsamlandet har skett via intervjuer med nyckelpersoner inom tuberkulos-vården kring deras uppfattning om den organisatoriska strukturen. Dessa har varit inblandade i att diagnostisera, behandla och smittospåra tuberkulos patienter. Denna data har sedan analyserat utifrån H.Mintzbergs teorier kring organisationsstruktur. Analysen visar att det aktuella systemet har många likheter med modellen Adhocracy, på så sätt att det är en organisation som kan justeras på ett mycket detaljerat och följsamt sätt i en dynamisk kontext. Den kan också producera unika och komplexa produkter i form av skräddarsydda behandlingsplaner och smittspårningar. Systemet lider dock av ett stort behov av inre kommunikation och möter svårigheter när verksamheten utökas. Slutsatsen blir att det nuvarande systemet skulle ha stora utmaningar med att hantera en markant ökning av tuberkulos fall i Stockholm.
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Books on the topic "Organizational and staff structure"

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Food and Agriculture Organization of the United Nations. Terminology and Reference Section. Organization and structure of FAO, including titles of staff =: Organisation et structure de la FAO, et titres des fonctionnaires. Food and Agriculture Organization of the United Nations, 1992.

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Nations, Food and Agriculture Organization of the United. Organization and structure of FAO: Including titles of staff = Organisation et structure de la FAO : et titres des fonctionnaires. Food and Agriculture Organization of the United Nations, 2003.

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Office, General Accounting. Army force structure: Need to determine changed threat's impact on reserve training divisions : report to the Secretary of the Army. The Office, 1992.

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Johnson, J. David. Organizational communication structure. Ablex, 1993.

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American Institute of Certified Public Accountants., ed. Improving organizational structure. American Institute of Certified Public Accountants, 1991.

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Devyatkin, Oleg, Andrey Bystrov, Nina Akulenko, et al. Economics of the organization. INFRA-M Academic Publishing LLC., 2025. https://doi.org/10.12737/1959272.

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The textbook "Economics of Organization" is the result of many years of teaching experience and scientific research by the staff of the Department of Industrial Economics at the Plekhanov Russian University of Economics. In preparing this publication, the authors relied on research and educational experience in the development and teaching of academic disciplines in the field of management and economic development of industrial enterprises. A distinctive feature is a systematic approach to the structure and presentation of educational material based on leading scientific schools on the processes of economic and structural management of organizations and industrial complexes. Special attention is paid to modern methods and tools of production organization, structural adjustment processes and strategic planning. It contains a large number of practical tasks and cases to consolidate the material. Complies with the federal state educational standards of higher education of the latest generation. It is intended for students of economics and management specialties, graduate students, teachers and anyone who is interested in the economics of the enterprise.
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Omaswa, Francis. Task Force on Job Evaluation, Re-organization of the Staff Structure and Financing of Makerere University submitted to the Government of the Republic of Uganda. Makere University, 2014.

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Martin, Lowell Arthur. Organizational structure of libraries. Scarecrow Press, 1996.

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Michael, Anniss, ed. Relationship dynamics: Theory and analysis. Free Press, 1996.

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Kortmann, Sebastian. The Relationship between Organizational Structure and Organizational Ambidexterity. Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-3630-1.

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Book chapters on the topic "Organizational and staff structure"

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Cifci, Sema. "Mobbing in Health Care." In Violence Against Healthcare Workers and Prevention Strategies. Nobel Tip Kitabevleri, 2024. http://dx.doi.org/10.69860/nobel.9786053358817.6.

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Mobbing is considered as one of the most serious psychosocial threats in working environment. It can be defined as an attempt to coerce a person at work through false ac- cusations, psychological violence, pressure, bullying, humiliation, general and emotional harassment, or terror. Based on the saying that if there are people around, there can be mobbing, so anyone can be subjected to mobbing in any country, culture, or organization. This phenomenon can be encountered everywhere in social life, especially in hierarchical structures and uncontrolled organizations. Healthcare institutions are organizations with a complex structure where work stress is quite high, and it is of utmost importance to provide error-free services within this complexity. Healthcare staff, who already have to work under heavy workloads and with insufficient resting periods, are negatively affected by mobbing incidents in health institutions. The quality of life of healthcare staff who experience social and psychological depression is significantly decreased. A strong ethical culture must be established to prevent mobbing in the workplace. In-service training seminars on mobbing must be planned for the healthcare staff at regular intervals. It is also vital to establish a strong and effective performance system in the workplace. In this context, the uncertainty of assignment and authorization among the healthcare staff must be eliminated. Working hours must also be arranged in a way that will optimize the work and private life of the healthcare staff. On the other hand, legal regulations for mobbing offences must be enforced.
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Vogel, Carlyn E., Debra Dobbs, Lindsay Peterson, Hongdao Meng, and Victor Molinari. "The Impact of Assisted Living Organizational Structure and Process Characteristics on Staff Absence During COVID-19." In The COVID-19 Pandemic and Older Adults. Routledge, 2025. https://doi.org/10.4324/9781003636472-21.

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Isabekova, Gulnaz. "The Role of Structural Factors in Selected Health Programs." In Stakeholder Relationships And Sustainability. Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-31990-7_4.

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AbstractThis chapter explores how the structural factors relevant to aid relationships, namely, aid predictability and flexibility, stakeholders’ capacities, and their dependency on aid, unfold in selected case studies. It makes a compelling argument for the relevance of the organizational structure to the multiyear predictability of aid as well as its contingency on the availability of funds. This chapter also vividly demonstrates the implications of (de)centralized decision-making and increased control over finances on aid flexibility or responsiveness of the assistance to recipients’ changing needs. Furthermore, focusing on the capacities of the aid-recipient civil society organizations and state institutions involved in the selected health care programs, it discusses how specific gender roles, the political situation, and systemic problems affected staff recruitment and retention in these organizations. Differentiating between stakeholders’ dependency on technological and financial assets, this chapter also demonstrates considerable diversity across organizations and sectors. Overall, it provides a necessary background for analyzing aid relationships in the following chapters, along with some curious insights that are new to the studies on health care interventions and may be of interest beyond the selected health programs.
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Ásgeirsson, Áskell Heiðar. "Events management and organization: the execution of Landsmót, Reykjavík 2018." In Humans, horses and events management. CABI, 2021. http://dx.doi.org/10.1079/9781789242751.0067.

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Abstract Planning a large sport event that includes animals is a complicated task and very challenging for an event manager. This short chapter is written by the Managing Director of Landsmót (the National Championship of the Icelandic horse) in Hólar in 2016 and Reykjavík in 2018. The chapter focuses predominantly on the second of these events and addresses some of the main issues that faced the team that made this event happen. It highlights the importance of teamwork and having skilled staff with broad knowledge who are ready to work on plans and structure, but also ready to solve issues quickly during the event.
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Levine, Jay. "Organizational Structure." In Handbook of Healthcare Analytics. John Wiley & Sons, Inc., 2018. http://dx.doi.org/10.1002/9781119300977.ch1.

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Kortmann, Sebastian. "Organizational Structure." In The Relationship between Organizational Structure and Organizational Ambidexterity. Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-3630-1_2.

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Gisi, Philip J. "Organizational Structure." In Fundamentals of Daily Shop Floor Management. Productivity Press, 2022. http://dx.doi.org/10.4324/b23307-3.

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Keats, Barbara, and Hugh M. O'Neill. "Organizational Structure." In The Blackwell Handbook of Strategic Management. Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1111/b.9780631218616.2006.00019.x.

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Kickul, Jill, and Thomas S. Lyons. "Organizational Structure." In Understanding Social Entrepreneurship. Routledge, 2020. http://dx.doi.org/10.4324/9780429270406-6.

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Adler, Ralph W. "Organizational structure." In Strategic Performance Management, 2nd ed. Routledge, 2022. http://dx.doi.org/10.4324/9781003267195-13.

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Conference papers on the topic "Organizational and staff structure"

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Chaplin, Ivan, Stefan Efimov, Yuri Rybalov, and Maria Safronova. "Features of the Maintenance of Engineering Structures in Russia." In IABSE Symposium, Tokyo 2025: Environmentally Friendly Technologies and Structures: Focusing on Sustainable Approaches. International Association for Bridge and Structural Engineering (IABSE), 2025. https://doi.org/10.2749/tokyo.2025.0698.

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&lt;p&gt;To systematize data on the structural design and technical condition of engineering structures, the staff of Siberian Bridge Research Institute (SBRI) has developed automated systems on highways and railways. Their development has been underway since the late 1980s. It was put into practice about 20 years ago. During this time, the functionality of the systems has been repeatedly improved, taking into account the introduction of modern technologies. The developed software has a wide range of features, including automated calculation of the bridge load capacity and conditions for passing arbitrary moving loads on the bridge, automated generation of various types of reports for the structure, the ability to store any documentation, etc. All of this allows operating organizations to effectively manage the technical condition of facilities and make optimal spending on infrastructure maintenance.&lt;/p&gt;
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Rybalov, Yuri, Andrey Yashnov, Sergey Polyakov, and Lyubov Polyakova. "Bridge Laboratory at Siberian Transport University: 65 Years in the Survey." In IABSE Symposium, Tokyo 2025: Environmentally Friendly Technologies and Structures: Focusing on Sustainable Approaches. International Association for Bridge and Structural Engineering (IABSE), 2025. https://doi.org/10.2749/tokyo.2025.3208.

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&lt;p&gt;Bridge Laboratory at Siberian Transport University is an organization with 65 years of experience in the inspection and testing of engineering structures in the Russian Federation. During this time, the staff visited hundreds of large and small bridges, dozens of which are unique. The report presents the historical path of the organization in relation to the problems that specialists had to solve in their work, for example, identifying the causes of cracks in reinforced concrete superstructures and piers, developing new structural forms of superstructures, improving existing calculation methods and introducing new ones. A large number of surveyed objects makes it possible to identify existing problems and propose solutions to them. The accumulated experience has allowed us to publish books that are already desktop for several generations of bridge builders in Russia.&lt;/p&gt;
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Karunanayake, KPAN, MLSS Fernando, and U. Kulatunga. "Knowledge management practices to minimize the impact of staff turnover." In 10th World Construction Symposium. Building Economics and Management Research Unit (BEMRU), University of Moratuwa, 2022. http://dx.doi.org/10.31705/wcs.2022.49.

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Skilled staff turnover plays a wide role in continuous knowledge loss in manufacturing organizations. The result of staff turnover impacts organizational performance, productivity, effectiveness, employee performance and knowledge. The importance of managing an organization’s knowledge is a need in organizations. This research identified the importance of knowledge management in the trailer manufacturing sector with high staff turnover. This enables project managers to take project knowledge management into practice within the organization. This study uses a qualitative research approach. The aim of the study was achieved by a case study research strategy along with 16 semi-structured interviews, which were performed as a data collection technique. Data were collected from the case study organisation, focusing on knowledge management methodologies used during the project phases and identifying the impact of staff turnover on organizational knowledge. The knowledge management techniques vary from one project phase to another project phase. Based on the outcome of this research, project managers can identify the most effective knowledge management techniques to be used at each phase. According to the study, the most frequently used KM techniques in the planning stage were “Learning &amp; Idea Capturing” and “Refer Knowledge Base”. The most prominently used KM techniques in the designing stage were “Brainstorming” and “Learning &amp; Idea Capturing”. While the most frequently used KM technique in the building, testing, and launching stages was found to be “Refer Knowledge Base”. From this research study, project managers can identify the critical areas affected by skilled staff turnover, how to prepare in advance and minimize knowledge loss.
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Ploscaru, Andra Nicoleta, Claudia Cristina Rotea, Marian Cazacu, and Daniela Victoria Popescu. "Exploring the Direct Influence of the Organizational Change Process on Organizational Performance." In 9th BASIQ International Conference on New Trends in Sustainable Business and Consumption. Editura ASE, 2023. http://dx.doi.org/10.24818/basiq/2023/09/036.

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Organizational change can significantly impact organizational performance, but this impact can be different depending on the nature and purpose of the change and how it is managed. The paper proposes a model for evaluating the effects of the organizational change process on organizational performance, staff retention, and organizational abandonment. The empirical study in which the model is tested was carried out among 294 employees from Romanian organizations who answered the questionnaire questions. Structural equation modeling was used to process the data and obtain the results. Effective change management and employee involvement in the change process can contribute to the success of organizational change and the development of a positive organizational culture, leading to increased organizational performance, high employee retention, and the organizational dropout rate minimization. In addition, organizations should also consider open and transparent communication with employees, as well as providing support in developing the skills and competencies of employees so that they can adapt to organizational changes and contribute to the organization's success.
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Hagerer, Ilse, and Uwe Hoppe. "German Universities as Actors in Organizational Design – A Qualitative Study." In Fifth International Conference on Higher Education Advances. Universitat Politècnica València, 2019. http://dx.doi.org/10.4995/head19.2019.9333.

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After the latest reforms in higher education according to the NPM (New Public Management), the autonomy of universities and the organizational perspective have been strengthened. According to predominantly used neo-institutional research in higher education, organizations adapt their structure by the pressure of legitimacy from outside. So the research question arises, if universities are actors and if so, what are the influencing factors on organizational structure. The goal is to point out the reasons for organizational design and if they act on their own or only adapt changes by pressure from outside. For this, interviews with 16 experts in faculty management are conducted and interpreted using qualitative content analysis according to Mayring and Grounded Theory. The results show that it is possible for faculties to change and design their organizational structures. There is staff responsible for this task. They work in the faculty between management and administration. Reasons to change the organizational structure are not caused by legitimacy. Much more, the new tasks cause a real need for new positions. This argumentation is not in line with neo-institutionalism. So the results strengthen the thesis that neo-institutionalism is not sufficient anymore to explain the organizational change of universities.
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Julakidze, Emzar, and Shalva Julakidze. "Modern Challenge of Successful Management – Caring for Stuff Development." In Human Capital, Institutions, Economic Growth. Kutaisi University, 2023. http://dx.doi.org/10.52244/c.2023.11.19.

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Despite technological revolution, highly developed staff was, is, and will always be unchanged factor of an organizational success. However, from the two main practices of advancing the staff, the way, which considers educating the workforce, is, undeniably, the better tactic. Here comes the question – what does developing the staff mean? In our opinion, it means, firstly, improving competence and establishing healthy corporation culture in the organization, since the personal more qualified than competitors and the aptitude to use their abilities efficiently is the most important prerequisite of developing a successful strategy. Nevertheless, burgeoning the manpower, It is clear, that creating key components is not easy. It is not buyable, which makes the situation way more complicated. Even coping the successful companies does not give a result. It must be created in the company and developed there too. Visibly, Corporate culture combined with strategy is a powerful weapon in the process of success. Therefore, in case of not quitting caring for staff and nonstop development of the company’s competence by management, we believe it is reasonable to generate the following priorities in the organizational structure which we can name as “strategic competences” and “strategic culture”. In our opinion, without those the long-term development of the company is impossible. Creating those kinds of structures will accumulate important knowledge in the direction assigned to them, which has crucial meaning for development of the company nowadays. Article in Georgian.
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Jereb, Jernej, Hilda Maze, Roman Parežnik, and Brigita Gajšek. "Comprehensive Analysis of Internal Transport of Patients to Diagnostic Tests." In Society’s Challenges for Organizational Opportunities: Conference Proceedings. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.fov.3.2022.27.

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The subject of the study was a hospital with about 700 beds and 2.000 employees, where more than 30.000 patients are treated annually. More than half of the employees are employed in the field of nursing. The hospital has recently faced a shortage of nursing staff, resulting from both increased needs and the departure of employees due to unfavorable working conditions. The hospital is trying to deal with this problem from time, employee, and patient perspectives. We have analyzed the structure of time spent at work and care for employees' health while not forgetting about the patient's well-being, dignity, and safety. We focused on transporting patients for diagnostic tests to the diagnostic rooms. We found that the greatest potential lies in improving the software support to the entire internal transport process.
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Hallihan, Greg, Kaitlin Bentkowski, Dan Shapiro, Mari Shironishi, and Reena Sahney. "Safety Culture: An Approach to Maturing Management Systems Through the Thoughtful Application of Human Factors." In 2024 15th International Pipeline Conference. American Society of Mechanical Engineers, 2024. https://doi.org/10.1115/ipc2024-126763.

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Abstract As the Southern California Gas Company (SoCalGas) matures its risk management practices, there is a desire to identify practical approaches to integrate human factors (HF) to strengthen the organization’s safety culture. The Integrity Management department at SoCalGas has previously sought to mature its HF practice within the organization. However, these initiatives have been limited by the relative difficulty associated with measuring their direct impact, the complexity of adapting the breadth and depth of the relevant knowledge base to specific projects, the potential resource burden of implementation, and general ambiguity in what constitutes industry best practice. It was recognized that to effectively leverage HF for tangible improvements (e.g., improvement of operating procedures and processes to improve safety), future initiatives must be thoughtfully integrated with existing systems and processes, balancing best practice within organizational constraints. Considering this, SoCalGas and Jiva Consulting (Jiva) developed a novel approach with the following characteristics: 1. A significant scoping and planning stage prior to commencing the development of specific solutions, which included a detailed assessment of current gaps as a basis for developing a practical roadmap. 2. A detailed literature review to identify and leverage transferable practices from other industries and sectors. 3. A highly structured, multi-year approach that allowed for careful identification of key stakeholders to ensure the development of practical and sustainable processes through the implementation of multiple pilots. 4. The iterative development of a Human Factors ‘Toolkit’ (HFTK) comprised of: • A Standardized Assessment Procedure to structure process implementation, • A Body of Knowledge and Quick Reference Guide to effectively translate key knowledge, • Assessment Forms to structure consistent data collection and analysis, • Stakeholder engagement approaches to support issue validation and prioritization, and • Presentation Materials for both staff training and organizational awareness. This has allowed SoCalGas to effectively develop a unique approach to HF that is theoretically sound and systematic while remaining practical and allowing for continuous improvement. The approach has been through multiple pilots and has created conditions to mature overall subject matter literacy within the organization regardless of roles or baseline knowledge level — ranging from field-based personnel to office-based technical staff, including senior management. The presentation of findings will outline how this approach addresses the complexities of implementing HF practices at SoCalGas via integration with the existing management system as well as early learnings from conducting its initial pilots.
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Dіulherova, Anastasiia, and Olha Baidarova. "Features of the volunteer organizations management in the direction of assisting the military in conditions of war." In Sociology – Social Work and Social Welfare: Regulation of Social Problems. Видавець ФОП Марченко Т.В., 2023. http://dx.doi.org/10.23939/sosrsw2023.122.

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Background: The volunteer movement in Ukraine, which has always intensified in times of greatest threat, has since February 24, 2022, accumulated the efforts of volunteers, directing all their efforts to help the army. This has led to an increase in the number of volunteer organizations helping the military. The social demand and the needs they respond to set high expectations for volunteers. In such circumstances, volunteer organizations must pay special attention to the organization of volunteer activities. The question arises: how do volunteer organizations working to help the military cope with the risks and challenges that have arisen in connection with a full-scale war? The lack of qualitative knowledge about how they organize activities, engage volunteers, and keep them motivated, what are the peculiarities of communication and evaluation of their work, etc. determines the applied significance of the study, the results of which are reflected in the abstracts. Objective: To find out the peculiarities of management of volunteer organizations in the field of assistance to the military in war and to identify ways to strengthen their organizational capacity. Methods: The research was qualitative in nature. The theoretical method of the study was to analyze documents on the topic of volunteer management. The main method of empirical research was a structured interview with representatives of volunteer organizations working to help the military, aimed at studying: the content of volunteers' work, the risks of working in war, the difficulties of conducting activities, the peculiarities of volunteer management, assessment of the organization's capacity and ways to strengthen it. To process the results, we analyzed and compared the content of the respondents' answers. Results: Volunteer organizations working to help the military are different from others and have their own special internal organization. During the war, they faced a number of challenges, the answer to which is determined by the specifics of volunteer management of different types of organizations. The article reveals differences in the work of old (those that functioned before the full- scale invasion) and newly created volunteer organizations. The key factors that weaken the capacity of a volunteer organization include internal (misconceptions about management, in particular, about engaging volunteers in work, organizing their activities and motivation, ignoring the risks of burnout, insufficient communication with former volunteers, etc.) and external (decline in active involvement of volunteers, people's distrust of the organization and the organization – of the state authorities, legal insecurity of volunteers, funding risks, chronic stress). Conclusion: Since the outbreak of full-scale war, the activities of organizations that help the military have changed dramatically, and these changes can be recorded in a certain sequence: 1) a new stage of development; 2) a decline in activity (a decrease in the number of contributions and people); 3) transformation of approaches to volunteer management, including resource mobilization. Volunteer organizations, regardless of their type, need to strengthen their capacity in such areas as developing internal policies, facilitating strategic planning, developing an organizational structure, and maintaining staff motivation and development. Older and younger organizations have different needs for strengthening their advocacy and communication capacities. One of the ways to strengthen the organizational capacity of volunteer organizations can be training aimed at overcoming false stereotypes about volunteer management. Keywords: volunteer activity, volunteer management, war, volunteering to help the military.
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Асабин, Илья Игоревич. "ANALYSIS OF THE CURRENT STATE OF CORPORATE GOVERNANCE." In Высокие технологии и инновации в науке: сборник статей международной научной конференции (Санкт-Петербург, Январь 2023). Crossref, 2023. http://dx.doi.org/10.37539/230109.2023.25.23.003.

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Автор в статье обращает внимание на то, что в организационной структуре управления большинства российских нефтегазовых компаний наблюдается чрезмерная концентрация управленческих функций на уровне высшего звена - генерального директора и его аппарата, что не отвечает целям и задачам эффективного корпоративного управления. The author in the article draws attention to the fact that in the organizational structure of management of most Russian oil and gas companies, there is an excessive concentration of management functions at the level of the highest level - the general director and his staff, which does not meet the goals and objectives of effective corporate governance.
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Reports on the topic "Organizational and staff structure"

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Schijman, Agustina. Evaluation of the Results of the Realignment Background Paper: Composition and Dynamics of Project Teams at the IDB: Analysis of staff Fragmentation. Inter-American Development Bank, 2014. http://dx.doi.org/10.18235/0009272.

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In 2006, the Board of Governors of the Inter-American Development Bank (IDB,or the Bank) authorized a major restructuring of the Bank (the "Realignment") to address the perceived loss of relevance and presence of the institution in Latin America and the Caribbean (LAC). The Realignment introduced a number of reforms, including a new organizational structure (the Matrix Structure), a revised process for project design and execution (the New Project Cycle), and the renewal of human resource skills and decentralization of personnel. Paper assesses the main changes in the composition and dynamics of IDB project teams throughout the life of loan operations, with a special emphasis on staff fragmentation between design and execution.
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Marsteller, Jill A., Vadim Dukhanin, So-Yeon Kang, et al. Measuring Healthcare Organization Characteristics in Cancer Care Delivery Research. Agency for Healthcare Research and Quality (AHRQ), 2023. http://dx.doi.org/10.23970/ahrqepctb43.

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Objectives. This Technical Brief aims to identify: 1) frameworks that describe organizational context and process characteristics relevant to cancer care delivery research, and compare these frameworks to the Integrated Framework recently developed by National Cancer Institute staff Weaver, Breslau, and colleagues; 2) approaches used to improve understanding of how organizational characteristics are described, measured, and analyzed in the context of cancer screening, diagnosis, or treatment; and 3) organizational context and process characteristics examined in studies assessing cancer care; and 4) evidence gaps and future research needs to advance the science of assessing the effects of organizational characteristics on cancer care. Review methods. We integrated discussions with Key Informants and syntheses of evidence from searches of literature published from 2010 to 2023, using PubMed, CINAHL, SCOPUS, PsycINFO, and the Cochrane Central Register of Controlled Trials, as well as select grey literature. Findings. We identified 17 frameworks that were developed or applied to examine the effects of organizational characteristics (including structures, context, and processes) on cancer care delivery. Our analysis of these frameworks supported the comprehensiveness of the Integrated Framework, though a few identified characteristics were not explicitly included in the Integrated Framework. We found 90 studies that take various approaches to describe, measure, and analyze organizational characteristics in the context of cancer care research. Of these, we identified 25 that tested associations between organization characteristics and screening, diagnosis, or treatment outcomes, and described measurement in detail. Cancer-related studies that include organizational measures have used a wide range of study designs and focused mostly on structural characteristics (e.g., type, size), total care models such as the patient-centered medical home, and processes of improvement project implementation and barrier assessment (such as guideline implementation). We identified specific organizational measures examined in the cancer care literature, noting little standardization of measures across studies and a need for multilevel inquiry. Our discussions with Key Informants and review of the literature indicated that many characteristics of healthcare organizations are relevant to cancer care delivery and useful to assess when precisely defined. Studies with stronger designs and more rigorous organizational measurement are needed to better determine the effects of organizational characteristics on the outcomes of cancer care. Conclusion. Our findings suggest that the Integrated Framework generally covers relevant organizational context and process characteristics. The literature has a wide array of studies examining organizational characteristics, but few studies directly associate organizational factors with clinical outcomes. Research and collaboration are needed to improve measurement of organizational factors, to clarify our understanding of multilevel aspects of organizational context and process and how they affect care, and to standardize terminology and measures.
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Demaestri, Edgardo C., and Diego Sourrouille. Integrated Financial Supervision: Experiences in Selected Countries. Inter-American Development Bank, 2003. http://dx.doi.org/10.18235/0008851.

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This paper represents one of the first comparative analyses of experiences of integrated supervision. It discusses how several countries around the world have developed the processes of integrating financial regulation and supervision, and covers numerous relevant technical issues as well as the policy options. It describes the scope of the activities, institutions, responsibilities, and regulatory powers that integrated supervisors are expected to cover. Issues related to the organizational structures and the management of staff resources are also considered. In particular, the paper discusses how the supervisory agencies have dealt with three important aspects: the treatment of financial conglomerates, the risk assessment process, and crisis management.
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Atuesta, Laura, Agustina Schijman, Salvatore Schiavo-Campo, and Cheryl Gray. IDB-9: Combating Fraud and Corruption. Inter-American Development Bank, 2013. http://dx.doi.org/10.18235/0010514.

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This report reviews the implementation of the measures the Inter-American Development Bank (IDB or Bank) has taken in the three strategic pillars of the anticorruption agenda: (i) strengthen the prevention of fraud and corruption in Bank operations; (ii) support transparency and anticorruption efforts in the Region; and (iii) ensure high ethical standards for Bank staff. The Bank has taken several actions in the first and third pillars. To help prevent corruption, the IDB has eliminated the overlap of policy and investigations by creating an Anticorruption Policy Committee and giving more independence to the Office of Institutional Integrity, and by establishing a new sanctions structure with greater clarity and stronger accountability. In addition, the 2011 cross-debarment agreement with other multilateral development banks has enhanced the impact of sanctions the IDB may impose. To help ensure internal integrity, the Bank has revised its Code of Ethics and whistleblower policy, improved the enforcement capacity of the Ethics Office, streamlined accountability relationship, and taken various other actions to bring the system up to good international practice. The second pillar, however -even recognizing that most Bank interventions to improve public management and strengthen institutions can have a positive impact on governance and anticorruption- has received limited recognition and support, partly as the result of crowding out by other development priorities and of limited country demand. In preventing corruption in Bank projects and in fostering staff integrity, the new structure is a major improvement over the one built piecemeal in previous years. This report advances various suggestions, of which the most important is for an external review of the Bank staff rules, particularly to sharpen managers¿ authority and accountability for ensuring a respectful workplace environment. In these two pillars, however, the priority is to consolidate the sound organizational and institutional changes that have been made. For the second pillar, enhancing governance and anticorruption efforts in member countries will require more assertive Bank support from the top, the assignment of greater priority and resources to programs to foster transparency and accountability, and closer intersectoral coordination.
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Rivasplata, Charles, Richard Lee, Michelle DeRobertis, and Christopher Ferrell. Governing Structures for Successful Regional Transit Coordination and their Formation. Mineta Transportation Institute, 2024. http://dx.doi.org/10.31979/mti.2024.2229.

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The expansion of metropolitan areas in California has further prompted the need to improve transportation options for all, more effectively linking origins and destinations through key enhancements to the existing network of transit services. This study provides planners and policymakers examples of effective regional transit coordination agencies. To improve multimodal connections and enhance transit services at the local and regional levels, this study explores regional coordination, focusing on entities charged with coordinating multiple transit agencies in a single metropolitan area. The study identified 16 regional transit coordinators (RTCs), identifying the structure, scope, and management of each. The results revealed that there are many factors involved in creating an organization with the authority to coordinate regional transit, including how the organization was established and elements related to the formation of an RTC (e.g., regional dynamics and board composition). It is also important to study the powers vested in different types of boards and members, as well as the executive director. There is a wide range of state legislation for the legal establishment of RTCs. Voluntary transit federations, another option, fall into two categories: loose federations, based on consensus and strong federations, based on binding arrangements to coordinate fares, services, and information. The authors offer options for establishing an RTC in California, including a multi-county owned corporation with an ex officio board; an agency of the state or regional government; and a special district with an ex officio board representing counties, cities, planning staff, operator staff, and state transport agencies. Finally, suggestions for creating the board are provided along with a recommendation that the state develop a legislative framework to establish RTCs in its metropolitan areas.
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Knotek-Smith, Heather, and Jeffrey Gerald. Environmental Quality Requirements Model Program Objective Memorandum Fiscal Years 2021–2025. Engineer Research and Development Center (U.S.), 2020. http://dx.doi.org/10.21079/11681/39101.

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This document describes the methodology used to evaluate the costs incurred by organizations involved in planning, programming, budgeting, and execution of the Army’s environmental programs and estimating those costs for future year planning cycles, this model is referred to as the Environmental Quality Requirements Model (EQRM). The EQRM is used to develop the budget positions as presented to Congress to obtain the Operations and Maintenance appropriations. These appropriations fund the Environmental Quality Program which includes Compliance, Conservation and Pollution Prevention requirements. The model encompasses the commands under the funding structure of the Deputy Chief of Staff – G9 Installations which includes the following: Installation Management Command, the Army National Guard, the Army Reserve Command, and the Army Materiel Command.
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Bauer, Travis L., and Tom Rego Brounstein. Inferring Organizational Structure from Behavior. Office of Scientific and Technical Information (OSTI), 2015. http://dx.doi.org/10.2172/1494636.

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Entin, Elliot E., Frederick J. Diedrich, Jean MacMillan, and Daniel Serfaty. Awareness and C2 Organizational Structure. Defense Technical Information Center, 2002. http://dx.doi.org/10.21236/ada458069.

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Babb, William K. Future United States Military Organizational Structure. Defense Technical Information Center, 2001. http://dx.doi.org/10.21236/ada394267.

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Sanders, David P. An Analysis of Africa Command's Organizational Structure. Defense Technical Information Center, 2010. http://dx.doi.org/10.21236/ada520030.

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