Academic literature on the topic 'Organizational chart'

THE REGARD AN ORGANIZATION holds toward its staff nurses is reflected in its organizational chart. In most hospitals, each service holds an equal position on the chart somewhere under the president. In turn, each of these services has its own chart, which, in part, illustrates the chain of command. The organizational chart often identifies lines of promotion and indicates how positions report directly and indirectly to others. A typical organizational chart in nursing has the chief of the department (vice president) at the top and directors underneath, followed by managers (Figure 1). The managers may have one or more departments listed under them, depicting the position of staff nurses in the organization.

Students frequently struggle to understand the differences among various types of organizational structures and how these differences affect organizational processes and outcomes. In the exercise described in this article, students are given a list of jobs from a medical rehabilitation center and asked to create an organizational chart. Students are thereby encouraged to consider how various jobs relate to each other and to customers (in this case, the patients). Students evaluate the charts that they and their peers have created to determine how well each structure supports coordination, collaboration, customer responsiveness and job satisfaction. The exercise is appropriate for undergraduate, graduate, and professional learners.

Purpose Main issue in management and strategy is corporate performance. Managers seek effective and strategic way to improve their performance. Authorization, which includes reputational and strategic indicators, is one of these ways. The applying authorization and using this authorization are decision-making process for managers. These processes have potential to make considerable effect on corporate performance. As a considerable result of this research that need of resource dependency type certified aircraft technicians in Anadolu University are decreased owing to this research and, also the purpose of this study is that technicians have got opportunity to creating own human resource in view of both sustainability, and competition in training field. Design/methodology/approach In this study, both specified and organizational-tailored flowchart as the problem solving techniques in decision-making process of maintenance training organization have been developed, compiled after taking the opinions of experts, for the effective implementation of type rating training, following approval, that cover the types of fleet at Anadolu University. This flowchart may guide to the relevant aircraft maintenance training organizations in their type trainings implementation process. Findings Human factor is both vital and necessary element to achieve high corporate performance. By following the flow chart, the implementation process is shortened by eliminating the difficulties in complying with the depth and complexity of the required regulation. Originality/value The development of the necessary skills and competencies of the workforce is one of the critical points for the creation, preservation and improvement of corporate value. This research has been carried out with the aim of effective utilization of institutional resources, development of personnel and hence corporate value creation. Anadolu University, which is aware of the importance of core competence, is trying to make it one of its strengths institutionally. The Anadolu University Faculty of Aeronautics and Astronautics, as an organization that has completed the necessary steps to become authorized to give type rating training, may guide other aviation organizations using the organization-specified tailored flow chart developed with the help of expert opinion.

AbstractAttempts at reconstructing the nature and organizational structure of the Essene movement have largely been based on the manuscripts of the Damascus Document and the Rule of the Community. This article calls attention to a number of additional fragmentary documents from Cave 4, and examines the challenges they pose and how they relate to various theories regarding the nature of the communities behind them. A fundamental question is to what extent the so-called rule texts reflect actual historical circumstances, and this question is intrinsically linked to the question of the function of the texts in the communities that used them. A study of the organizational terms used in the documents reveals that these terms were used in a variety of ways, and while some terms may reflect actual historical circumstances, others probably did not. This result has implications for the feasibility of using these texts for historical reconstruction.

Nowadays, a wide range of natural and man-made disasters, disease outbreaks and pandemics give rise to health emergencies at a global level. Thus, a health security strategy is urgently required through central planning. At the national level, that vision can be implemented with a properly organized and fully functional Emergency Health Operation Center (EHOC). The main executive sections of an EHOC are Command, Planning, Operations, Logistics, Administration, Communications/Intelligence, and Reporting/Briefing. Each of the above sections has several functions and sub-functions, all operating according to a concrete legal basis and detailed operating procedures.

The effective management approach: integration of business, quality management and knowledge management processesIn the nowadays' dynamic environment only those organizations can survive that are able quickly react to opportunities and threats from the environment and to produce innovation ideas and turn them into products and services at a quicker pace then the competition. Therefore organizations seek different ways how to get ahead competitors. As quality management and knowledge management have proved themselves as perspective fields author of the paper proposes the integrated approach of both areas in order organizations can gain the most possible benefit from applying them. This paper shows the deeper aspects of both of these fields from the point of view of the process approach. Here is discussed the interactions of quality management, knowledge management and business processes. An elaborated organizational business and quality management process chart shows how quality management processes support the organization's management by providing information about system effectiveness, process performance, customer satisfaction and requirements. This information can be successfully used as a basis for decision-making concerning the necessary improvements and organization future goals. An integrated organizational business, quality management and knowledge management process chart demonstrates how effective management of an organization's knowledge assets can help to improve the organization's tasks in the sense of organizational performance, effectiveness and innovations. This paper is a beginning of the research toward the development of knowledge management services for quality management.