Relevant bibliographies by topics / Ork organization

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Ork organization'

Author: Grafiati
Published: 4 June 2021
Last updated: 11 February 2022

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Journal articles on the topic "Ork organization"

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Earlyanti, Novi Indah, and Bobi Subasri. "The Influence Of Organizational Culture And Work Motivation On The Performance Of Bhayangkara Members, Community Services And Public Order Unit Of Bungo Resort Police." Management Technology and Security International Journal 1, no. 2 (November 1, 2020): 137–52. http://dx.doi.org/10.47490/mtsij.v1.i2.137152.

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Performance can be interpreted as an extra role such as cooperation, helping colleagues and superiors, and contributing to organizational goals. Culture in an organization can improve performance, because it can create positive motivation to give the best ability to the organization. This study is looking at the influence of organizational culture and work motivation on performance. Organizational culture is defined as the way a person behaves in an organization, and work motivation is the achievement that someone produces because of a drive to complete work in the most possible effective and efficient time to get better results and be able to adjust to the work climate. The purpose of this study is to determine the effect of organizational culture and work motivation on the performance of the members of Bhabinkamtibmas (a police sergeant responsible for establishing and maintaining security and public order in a village) of Resort Police. This research uses quantitative approach with survey method. T he popul ation in this study are 53 members of Bhabinkamtibmas of Bungo Resort Police , using total sampling. Th e data collection technique uses questionnaire consisting of 45 - statement items, which are from 9 indicators, and the measurement uses Likert scale with the answer ran ge of 1 to 5. The results show that organizational culture has a significant effect o f 93.7% on performance variable and w ork motivation has a significant effect of 87.4% o n the performance variable . The re fore, it can be explained that the organizational culture variable (X1) has a greater influence on the performance variable (Y) than the motivation variable (X2). Organizational culture and motivation simultaneously provide a significant influence o f 94.1% on the p erformance. Performance can be improved if the organ izational culture is healthy, thus can increase the motivation of members. Key words: corruption, culture, motivation, performance
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Hall, Alan, and Catherine D. Nobes. "Rho GTPases: molecular switches that control the organization and dynamics of the actin cytoskeleton." Philosophical Transactions of the Royal Society of London. Series B: Biological Sciences 355, no. 1399 (July 29, 2000): 965–70. http://dx.doi.org/10.1098/rstb.2000.0632.

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The actin cytoskeleton plays a fundamental role in all eukaryotic cells—it is a major determinant of cell morphology and polarity and the assembly and disassembly of filamentous actin structures provides a driving force for dynamic processes such as cell motility, phagocytosis, growth cone guidance and cytokinesis. The ability to reorganize actin filaments is a fundamental property of embryonic cells during development; the shape changes accompanying gastrulation and dorsal closure, for example, are dependent on the plasticity of the actin cytoskeleton, while the ability of cells or cell extensions, such as axons, to migrate within the developing embryo requires rapid and spatially organized changes to the actin cytoskeleton in response to the external environment. W ork in mammalian cells over the last decade has demonstrated the central role played by the highly conserved Rho family of small GTPases in signal transduction pathways that link plasma membrane receptors to the organization of the actin cytoskeleton.
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Subrata, Asep, Mas Halimah, and Mohammad Benny Alexandri. "PENGARUH IMPLEMENTASI KEBIJAKAN NILAI PENAWARAN DI BAWAH 80 % TERHADAP KUALITAS PEKERJAAN KONSTRUKSI DI KABUPATEN BANDUNG." Responsive 3, no. 3 (July 10, 2021): 155. http://dx.doi.org/10.24198/responsive.v3i3.31859.

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Tujuan dari penelitian ini adalah untuk mengetahui pengaruh dari implementasi kebijakan nilai penawaran di bawah 80 % terhadap kualitas pekerjaan konstruksi di Kabupaten Bandung. Metode yang digunakan dalam penelitian ini menggunakan teknik analisis deskriptif yang bersifat asosiatif kausal yaitu menggambarkan pengaruh dari variabel bebas (independent variable) terhadap variabel terikat (dependent variable) dengan menggunakan analisis statistik uji-t, dan uji-f. Sampel dalam penelitian ini menggunakan teknik probability sampling sebanyak 48 responden terhadap Pejabat Pembuat Komitmen (PPK) kegiatan jasa konstruksi. Hasil temuan menunjukan bahwa implementasi kebijakan dari segi organisasi, interpretasi, dan penerapan mempunyai pengaruh yang signifikan dengan arah positif, artinya kalaupun implementasi kebijakannya diperbaiki, dan dimensi variabel dari organisasi ditingkatkan, interpretasinya diperbaiki, dan penerapannya diperbaiki maka akan mempengaruhi kualitas pekerjaan konstruksi menjadi lebih baik. Dimana besaran peresentase nilai koefisien determinasi (Adjusted R-Square) diperoleh sebesar 87,7 % sedangkan sisanya sebesar (1-R2) =12,3 % dijelaskan oleh sebab-sebab lain diluar model, dengan besaran pengaruh dari masing–masing variabel untuk organisasi 18,4 %, interpretasi 46,6 %, dan penerapan 23,5 %. The purpose of this study as to determine the effect of the implementation of the bid value policy below 80 % 0n the quality of construction work in Bandung Regency. The method used in this study uses descriptive analysis techniques that are causal associative, which describes the effect of the independent variable on the dependent variable using statistical analysis t-test and f-test. The sample in this study used a probability sampling technique to the Commitment Making Officer (PPK) of construction service activities. The findings show that the implementation of policies in term of organization, interpretation, and application has a significant effect in a positive direction, meaning that even if the policy implementation is improved, and the variable dimensions of the organization are improved, the interpretation is improved, and the application is improved, it will affect the quality of construction ork for the better. Where the percentage value of the coefficient of determination (Adjusted R-Square) is obtained at 87,7% while the remaining (1-R2)=12,3% is explained by other causes outside the model, with the magnitude of the influence of each variable for the organization 18,4%, interpretation 46,6%, and application 23,5%.
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Vax, Sigal, Vasudha Gidugu, Marianne Farkas, and Mari-Lynn Drainoni. "Ready to roll: Strategies and actions to enhance organizational readiness for implementation in community mental health." Implementation Research and Practice 2 (January 2021): 263348952098825. http://dx.doi.org/10.1177/2633489520988254.

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Background: Organizational readiness for implementation (ORI) is a barrier to disseminating recovery-oriented evidence-based practices for people with severe mental illnesses. However, there is a knowledge gap regarding implementation strategies and specific actions related to those strategies that may enhance ORI across organizations. The Transtheoretical Model (TTM) is a well-established stage-based model used to support organizational change. In TTM, the first three stages—Pre-contemplation, Contemplation, and Preparation—represent the pre-implementation phase, during which ORI should be developed. This study explored ORI enhancement strategies reported as useful by different stakeholders in the field of community mental health (CMH) and tested the applicability of the TTM readiness stages as an organizing framework to direct ORI development. Methods: The study included the following two phases: (1) a qualitative exploration of ORI enhancement actions reported by various stakeholders in the CMH field ( N = 16) based on their experience in successful implementation projects and (2) a consolidation process performed by the research team to create coherent groups of actions and their overarching implementation strategies per readiness stage. Results: A comprehensive list of strategies and related actions was created. The strategies and actions correspond with each of the first three stages of the TTM. Stakeholders differed in their methods of facilitating engagement across the organization and in their level of involvement in developing ORI. Conclusions: This study is a first step in conceptualizing a systematic process for developing ORI using the TTM as a theoretical framework. Future studies should test the transferability and effectiveness of this repository to other implementation efforts, expend the lists per stage, and further explore differences between stakeholders’ role in ORI development. Plain language abstract: Interventions that were proven effective in supporting the recovery of people with mental illnesses are not sufficiently available in the field of community mental health. One barrier to getting those interventions implemented is the lack of willingness and preparedness of organizations to change their practice, also referred to as organizational readiness for implementation (ORI). Little is known about how to enhance ORI to increase the availability of interventions. This study explored actions used to enhance ORI by people in different roles who successfully implemented new recovery-oriented interventions in community mental health settings. The actions were organized into three stages of readiness development based on the Transtheoretical Model (TTM) of behavioral change. Differences were found between administrators, consultants, supervisors, and providers in the type and number of strategies they described. The results show the applicability of the TTM as an organizing framework for ORI development and provide sets of strategies and specific actions to support different readiness needs across the organization.
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Weibo, Zheng, Hao Dingding, and Zheng Lu. "Psychological Boundary Management, the Most Essential Source for Org-Improvement." International Journal of Information Systems in the Service Sector 12, no. 1 (January 2020): 67–74. http://dx.doi.org/10.4018/ijisss.2020010105.

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As globalization and IT application facilitate organizations to develop without boundary in the era of the Industrial Revolution, innovations and changes have become the new normal of organizations. In this background, psychological boundaries can help employees enhance their sense of identity and sense of belonging to the organization, which is an effective way to improve the organizational effectiveness and the most essential source for org-improvement. This paper teases out the domestic and foreign research results pertaining to the connotation, measurement, and influencing factors of psychological boundaries. The perspective of the psychological boundaries provides new ideas for the managers in the era of the Industrial Revolution to establish a long-term “Heart-Central” management mechanism which reveals the essence of management problems and leads management back to its origin.
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Mehta, Prayag. "Welfare of unorganized workers: The case of central welfare organization." Vikalpa: The Journal for Decision Makers 10, no. 3 (July 1985): 279–302. http://dx.doi.org/10.1177/0256090919850307.

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Statutory funds have been created in India to provide welfare facilities with a view to improve the quality of life of unorganized and scattered workers like those in.mica, iron ore, and manganese ore mines and the beedi industry. These funds are administered by country-wide welfare organizations with several zonal offices. The paper presents case studies of organization and management of sectoral programmes like health, water supply, housing, and education. These suggest a mis-match between the structure and administrative practices and the goals of the programme~ The welfare activities were also not in accordance with the national health policy. The study suggests the need for organizational changes, bureaucratic reorientation, training of personnel, and changes in the approach and content of the various welfare programmes.
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Witmer, Hope. "Degendering organizational resilience – the Oak and Willow against the wind." Gender in Management: An International Journal 34, no. 6 (August 5, 2019): 510–28. http://dx.doi.org/10.1108/gm-10-2018-0127.

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Purpose The purpose of this paper is to present a degendered organizational resilience model challenging current and dominant conceptualizations of organizational resilience by exploring how gendered organizational power structures, language and practices of everyday organizational life interplay and limit inclusive constructions of organizational resilience. Design/methodology/approach The degendered organizational resilience model was developed using Acker’s (1990) model of gendered organizations, Martin’s (2003) gendering practices, Lorber’s (2000) degendering and other feminist research on gendered organizations. The purpose of the model is to explore power structures, practices and language within the organizational context during conditions requiring organizational resilience. Findings A conceptual model for analyzing the theoretical development of organizational resilience is presented. The model analyzes the following three different aspects of organizations: power structure, to identify which resilient practices receive status based on established gendered organizational hierarchies and roles; actions, to identify how resilience is enacted through practices and practicing of gender; and language, to identify how and what people speak reinforces collective practices of gendering that become embedded in the organization’s story and culture. Practical implications The degendered organizational resilience model offers a process for researchers, managers and organizational leaders to analyze and reveal power imbalances that hinder inclusive theoretical development and practices of organizational resilience. Social implications The degendered organizational resilience model can be used to reveal power structures, gendered practices and language favoring normative masculine organizational practices, which restrict the systemic implementation of inclusive democratic practices that incorporate and benefit women, men and other groups subject to organizational subordination. Originality/value This paper offers an original perspective on the theoretical development of organizational resilience by proposing a degendering model for analysis. A feminist perspective is used to reveal the gendered power structures, practices and language suppressing the full range of resilient qualities by restricting what is valued and who gives voice to resilient processes that lead to resilient organizations.
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Tamn, Gabriel J. M. O., Ogbuigwe T., and Okeke Daniel Chimezie. "Workforce Diversity: Igniting a Boon or Bane Debate." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 5, no. 5 (2019): 23–31. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.55.1003.

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This paper is a theoretical description of workforce diversity (WD), specifically highlighting its significance in a wide array of organizational outcomes. The paper conceptualizes diversity comprising the workforce in terms of similarities and dissimilarities regarding age, gender, ethnicity, sexual orientation, and religion. Workforce diversity was observed as a phenomenon whose adoption transcends the compelling forces of government legislations but remains indispensable as a result of the incontestable complications associated with it. This paper proposes that it is imperative for organizations to recognize and foster an enabling environment that is inclusive and appreciative of individual uniqueness. Such an environment increases employee output and ultimately encourages activeness and peaceful work relations across the organization.
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Kurz, Ingrid, and Brigitta Mikulasek. "Television as a Source of Information for the Deaf and Hearing Impaired. Captions and Sign Language on Austrian TV." Meta 49, no. 1 (September 13, 2004): 81–88. http://dx.doi.org/10.7202/009023ar.

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Abstract The paper sets out to describe the development of services for the deaf and hearing impaired provided by the Austrian Broadcasting Organization (ORF). In 1985, captions were introduced for the prime-time evening news bulletin and for the major news magazines. At present, ORF provides captions for approximately 2,160 program hours annually, giving it a leading position among German-language broadcasting organizations and making 12.5% of the total ORF television output accessible to deaf and hearing-impaired persons. The use of sign language on Austrian television, however, is still fairly limited.
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Whitten, Pamela, Bree Holtz, and Lianh Nguyen. "Keys to a successful and sustainable telemedicine program." International Journal of Technology Assessment in Health Care 26, no. 2 (April 2010): 211–16. http://dx.doi.org/10.1017/s026646231000005x.

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Objectives: The aim of this study was to determine organizational characteristics evident in successful telemedicine programs. The study proposed four research questions to identify the key organizational characteristics for successful telemedicine programs.Methods: Data were collected through an online survey using modified unified theory of acceptance and use of technology (UTAUT) and organizational change readiness (ORC) validated assessments.Results: Using the UTAUT instrument and the ORC assessment, themes of successful telemedicine programs emerged. Overarching themes of successful programs included being formally structured, forward thinking, seeking to improve the quality of patient care, and being financially stable.Conclusions: This research provides a data-driven understanding of organizational issues that serve to maximize a telemedicine program's ability to achieve the overall goals and mission of a healthcare organization.
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Dissertations / Theses on the topic "Ork organization"

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Peiter, Mara Beatriz. "Trabalho individual e trabalho coletivo de pequenos produtores rurais : um estudo na cooperselene de SINOP (MT)." Universidade Federal de São Carlos, 2011. https://repositorio.ufscar.br/handle/ufscar/3681.

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Made available in DSpace on 2016-06-02T19:51:52Z (GMT). No. of bitstreams: 1 3962.pdf: 1753325 bytes, checksum: 05e7048ff29873219fddb89597ef0856 (MD5) Previous issue date: 2011-08-29
The current literature about the modalities of organizations that deal with the solidarity economy tends to affirm an alternative attitude of the new solidarity experiences of the selfmanagement and cooperation given the opening that fall into the capitalist relations of production. In Brazil, the culture of cooperation is observed since the era of Portuguese colonization. This process emerged in the Brazilian Cooperative Movement came out of in the late 19th century, incited by civil servants, militaries, personnel professionals and workers, to serve their needs. They would represent the manifestation of a new method of the work organization and economic activities in general. The city of Sinop/MT where this research was carried out, today focuses a large volume of business related to the husbandry and each day more is growing according to increase of the population. There are many cattlemen who assure the economics of the agribusiness in the town. Then, we formulate the question about how occurred the trajectory of the milk producer in the municipality, whose this, is inserted into an organization that before was associative and now is converted into a cooperative, in search of better production and commercialization. This, the work intended to discuss this topic showing data from an exploratory qualitative research carried out in the Cooperativa Agrícola Selene Cooperselene-located in the rural area on Selene Road, town of Sinop/MT in the period of October, 2010 to March, 2011. In the results of this research we see the strengthening of security of the milk producer with to the delivery and sale of his product in the entrepreneurial organization. The data shows that labor relations have improved when cooperative members departed from the individual to the collective work, as well as growth prospects and insertion of the new products which are part of the internal politics of the group. Despite of all the advances, we realized that there are lot of things to be still done with regard to work about cooperativism and associativism. The complex access to availability of financial resources and subsidies of the government still is present and is the cause for complaint of current cooperative members. However it is known that the process is gradual, but can be achieved always seeking the strengthening and improvements to the collective in this model of organization.
A literatura atual sobre as modalidades de organizações que lidam com a chamada economia solidária tende em afirmar uma atitude alternativa das novas experiências solidárias de autogestão e cooperação, dada a abertura que inserem nas relações de produção capitalista. No Brasil, a cultura da cooperação é observada desde a época da colonização portuguesa. Esse processo emergiu no Movimento Cooperativista Brasileiro surgido no final do século XIX, incitado por funcionários públicos, militares, profissionais liberais e operários, para atender às suas necessidades. A cidade de Sinop/MT onde esta pesquisa foi realizada concentra hoje um grande volume de negócios relacionados ao ramo da pecuária e a cada dia vem crescendo mais com o aumento da população. Muitos são os pecuaristas ali existentes e estes asseguram a economia do agronegócio de grande e pequeno porte no município. Formulamos então a questão de como ocorreu a trajetória do produtor de leite no município, ao estar inserido em uma organização antes associativa e agora transformada em cooperativa, na busca da comercialização e produção melhores. Assim, a Dissertação objetivou discutir este tema apresentando dados de uma pesquisa de forma qualitativa e exploratória realizada na Cooperativa Agrícola Selene Cooperselene - localizada na Estrada Selene, área rural do município de Sinop/MT no período de outubro de 2010 a março de 2011. Nos resultados desta pesquisa verificamos o fortalecimento e segurança do produtor de leite com relação à entrega e venda de seu produto na organização cooperativada. Os dados demonstram que as relações de trabalho melhoraram quando os cooperados partiram do trabalho individual para o trabalho coletivo, assim como as perspectivas de crescimento e inserção de novos produtos faz parte da política interna do grupo. Apesar de todos os avanços, percebemos que muito ainda tem a ser feito quando se trata de trabalhos sobre cooperativismo e associativismo. O complexo acesso às disponibilidades de recursos financeiros e subsídios do poder público ainda se faz presente e é motivo de reclamação dos atuais cooperados. No entanto, observa-se que o processo é gradativo, mas pode ser atingido buscando sempre o fortalecimento e melhorias para o coletivo neste modelo de organização.
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Pavez, Ignacio. "Enacting the Oak: A Theoretical and Empirical Understanding of Appreciative Organizing." Case Western Reserve University School of Graduate Studies / OhioLINK, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=case1481276844463336.

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Zajančauskis, Martynas. "Organizavimo procesų gerinimas "Tarptautinio Palangos oro uosto" strategnio planavimo pavyzdžiu." Master's thesis, Lithuanian Academic Libraries Network (LABT), 2013. http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2013~D_20130605_113825-59917.

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Baigiamojo darbo tikslas - Suformuluoti VĮ Tarptautinio Palangos oro uosto plėtros strategiją. Teorinėje dalyje nagrinėjami veiksniai lemiantys veiklos organizavimo ypatumus organizacijoje, bei organizavimo procesą veikiančių veiksnių charakteristika.Nustatant starteginės plėtros organizavimo kokykybę buvo atliktas anketinis tyrimas, kurio metu buvo nustatytas "Tarptautinio Palangos oro uosto" darbuotojų nuomonė apie strateginį organizacijos veiklos organizavimo valdymo lygį. Tyrimo eigoje nustatytas būtinumas efektyvinti strateginio planavimo procesus, kurie leistų didinti darbuotojų naudą organizacijai. Taip pat nustatytas naujų technologijų diegimo poreikis, kuris gerintų darbuotojų veiklos procesų organizavimą. Projektinėje dalyje suformuluoti strateginiai tikslai organizacijos efektyvumui didinti, rekomeduojamos, naujos verslo valdymo sistemos, pristatymas.
The aim of the thesis was to formulate State Enterprise (Lith. "VĮ") "Tarptautinis Palangos oro uostas" (Engl. "International Palanga Airport") development strategy. The theoretical part analyzes characteristics of activity planning in an organization and characteristics of factors which affect organizational process. To determine strategic development quality questionnaire survey was conducted. During it employees' opinion about strategic management level of the organization of the airport was determined. During the research a need to increase efficiency of strategic planning processes, which could allow to increase employees' benefits for the organization, was identified. Also, a need to install new technologies, which could improve performance of process organization of employees' activity, was determined. In the project part, strategic objectives for efficiency growth were formulated and recommendations for new business management system were presented.
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Tarnoff, David. "Episode 7.04 – Setting Bits using the Bitwise-OR." Digital Commons @ East Tennessee State University, 2020. https://dc.etsu.edu/computer-organization-design-oer/54.

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Le, Grange Andries. "The impact of e-mail utilisation on management effectiveness at Sishen iron ore mine." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/5751.

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Thesis (MBA (Business Management))--University of Stellenbosch, 2009.
ENGLISH ABSTRACT: Management make use of e-mail as a tool to enable them to do their daily tasks. E-mail is used as one of the best communication channels by management. Sishen Mine also makes use of e-mail as communication channel. The question however is whether e-mail has a positive or negative impact on management effectiveness. The history of e-mail as well as the reasons for e-mail use have been investigated. The different areas of use of email were discussed. Additional to this, the positive effects experienced by the individual as well as companies when using e-mail were highlighted and discussed. Unfortunately e-mail also has negative influences on the individual and the company and these were also highlighted and discussed. Data was obtained from the Sishen e-mail application in order to analyse the use of e-mail by the employees. The key insight from the e-mail application data was that a small group of employees send and receive the majority of e-mail at Sishen. A survey was sent out to all e-mail users at Sishen in order to determine the influence of e-mail on management effectiveness. The survey data enabled a detailed geographic analysis of the e-mail users at Sishen per department, gender, race, age and years of service as well as the details of the respondents. Analysis of the survey data revealed that e-mail has a positive impact on management effectiveness and that Sishen uses e-mail extensively. However, the data also revealed that e-mail impacts negatively on management effectiveness. The key insight from the survey was the extreme low levels of computer and e-mail training done by management. The lack of sufficient e-mail training was seen as one of the major contributing factors of high levels of frustration with e-mail experienced by management. Recommendations were made to Sishen as a result of the study to enable improvement of management effectiveness through the use of e-mail. Implementation of key recommendations with potential key positive impact was also highlighted.
AFRIKAANSE OPSOMMING: Bestuur gebruik e-pos as 'n gereedskapstuk om uitvoering aan hul take te gee deur middel van die kommunikasiekanaal wat e-pos bied. E-pos leen hom daarna om 'n uitstekende kanaal te wees vir kommunikasie. Sishen Myn gebnuik ook e-pos as 'n kommunikasiekanaal. Die vraag is of die kommunikasiekanaal 'n goeie of slegte invloed het op bestuurseffektiwiteit van die bestuur van die myn. Die geskiedenis van e-pos en die redes vir die gebruik van e-pos is ondersoek. Die verskillende gebruike asook die waarde van e-pos vir die individu en maatskappye is uitgelig. E-pos het ongelukkig ook nadele vir die individu en maatskappye en hierdie nadele is uitgewys en bespreek. Na die toepaslike literatuurstudie is inligting vanaf die e-pos databasis onttrek om die e-pos gebruik van Sishen werknemers te evalueer. Die belangrikste insig vanuit die databasis-ontleding het daarop gedui dat 'n klein hoeveelheid mense die grootste hoeveelheid e-posse binne Sishen stuur en ontvang. 'n Vraelys is tydens 'n meningsopname aan alle e-pos gebruikers binne Sishen uitgestuur om die invloed van e-pos op bestuurseffektiwiteit te bepaal. Vanuit die analise van die vraelys inligting was dit moontlik om geografiese samestelling van die e-pos gebruikers te bepaal. Dit was moontlik om te sien hoeveel werknemers per afdeling, geslag, ras, ouderdom en jare diens e-pos gebruikers is, asook om die besonderhede van die gebruikers vas te stel. Verdere analise van die vraelysinligting het aangedui dat e-pos 'n positiewe uitwerking op bestuurseffektiwiteit het en dat werknemers dit goed gebruik. Ongelukkig het dit ook na vore gekom dat daar genoegsame bewyse is dat daar ook negatiewe invloed op bestuurseffektiwiteit is. Die mees insiggewende was die besonder lae vlakke van rekenaar en e-pos opleiding wat bestuur deurloop het. Dit word gesien as een van die grootste bydraende faktore tot die hoe vlakke van frustrasie wat ervaar word deur bestuur. Vanuit die bevindinge van die vraelys is daar aanbevelings aan Sishen gemaak om sodoende te help om die bestuurseffektiwiteit te bevorder deur die gebruik van e-pos. Die potensiele voordele wat verkry kan word wanneer die aanbevelings implementeer word, is ook aangedui.
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Halin, Niklas. "Seriell återgivning av två-röstslistor: ord organiseras inte efter röst." Thesis, University of Gävle, Department of Education and Psychology, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-323.

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Title: Serial recall of two-voice lists: Words are not perceptually organized by voice.

The present study examined how voice affects the perceptual grouping of words in short-term memory that are auditory presented. Three different voice-lists were used: single-voice, alternating-voice and split-voice. In single-voice lists all words were presented in the same voice. In alternating-voice lists words were presented alternately in a male and a female voice. Finally, in split-voice lists words were presented grouped four and four in a male and a female voice. It was hypothesized that recall would be best for split-voice lists, especially at serial position 4 and 5. This was not confirmed. However, in line with earlier investigations, a recall advantage of single-voice lists was found in comparison with recall of alternating-voice lists at the beginning of the serial position curve. Taken together, these results suggest that words are not perceptually organized by voice in short-term memory. Like earlier studies this study found that recall of single-voice lists was better than alternating-voice lists at the first serial position, a result that yet has to be explained.

Keywords: Multi-voice lists, serial recall, short-term memory, perceptual organization

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Senning, Patricia. "Emotion and Management in Charity Organizations The Potential of vocational Disillusionment in Development Cooperation Organizations /." St. Gallen, 2008. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/02605319002/$FILE/02605319002.pdf.

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Bryant, Melanie. "From organisational change to org. talk : a study of employee narratives." Monash University, Dept. of Management, 2003. http://arrow.monash.edu.au/hdl/1959.1/5725.

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Payer, Raffael. "Corporate Governance of International Sport Organizations." St. Gallen, 2007. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/02601441002/$FILE/02601441002.pdf.

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Schläpfer, Jörg. "Exploitation vs. Exploration Organization Development in the European Insurance Industry /." St. Gallen, 2006. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/03601648001/$FILE/03601648001.pdf.

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Books on the topic "Ork organization"

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Klemp, Harold. El corazón de oro. Minneapolis, Minn: Eckankar, 1994.

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Grossman, Gene M. Incomplete contracts and industrial organization. Cambridge, MA: National Bureau of Economic Research, 1999.

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Domberger, Simon. The contracting organization: A strategic guide to outsourcing. Oxford [England]: Oxford University Press, 1998.

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1970-, Sullivan Tim, ed. The org: The underlying logic of office life. New York: Twelve, 2013.

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Poole, Marshall Scott, and Andrew H. Van de Ven, eds. The Oxford Handbook of Organizational Change and Innovation. 2nd ed. Oxford University Press, 2021. http://dx.doi.org/10.1093/oxfordhb/9780198845973.001.0001.

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Organizational change and innovation are central and enduring issues in management theory and practice. The need to understand processes of organization change and innovation has never been greater in order to respond to dramatic changes in population demographics, technology, stakeholder needs, competitive survival, and social, economic, environmental, health, and sustainability concerns. These concerns call for a better understanding of managing organization change and innovation. Why and what organizations change is generally well known; how organizations change is the central focus of this handbook. It focuses on processes of change, or the sequence of events in which organizational characteristics and activities change and develop over time, and the factors that influence these processes, with the organization as the central unit of analysis. Across the diverse and wide-ranging contributions, three central questions evolve: what is the nature of change and process; what are the key concepts and models for understanding organization change and innovation; and how we should study change and innovation. This handbook presents critical evolving scholarship and explores its implications for future research and practice on organizational change and innovation.
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Vesga R., Juan Javier, Mónica García-Rubiano, Eliana Quiroz González, Esther Julia Castaño González, María Constanza Aguilar Bustamante, Verónica Andrade Jaramillo, María Alejandra Gómez Vélez, Carlos Forero-Aponte, and Jairo A. Ángel Jaramillo. Cultura organizacional y cambio: reflexiones y discusiones desde la psicología organizacional. Editorial Universidad Católica de Colombia, 2020. http://dx.doi.org/10.14718/9789585133495.2020.

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This book is the product of an institutional research project that seeks to carry out a theoretical and empirical contribution on culture and organizational change, variables important in organizational dynamics. This work addresses the perspective of organizational culture considering various topics that allow understanding their relations with other variables and in turn identifying how the organizational change is a construct that has an important impact on the organization. Therefore, the acceptance or rejection of changes in organizations will depend somehow on the organizational culture that is reflected in the organization. Finally, the connection between the variables under study is presented as a case study.
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CULTURE & POWER IN EDUC ORG. Open University, 1987.

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Packard, Thomas. Organizational Change for the Human Services. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780197549995.001.0001.

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This book presents an evidence-based conceptual framework for planning and implementing organizational change processes specifically focused on human service organizations (HSOs). After a brief discussion of relevant theory and a review of key challenges facing HSOs that create opportunities for organizational change, a detailed conceptual framework outlines an organizational change process. Two chapters are devoted to the essential role of an organization’s executive or other manager as a change leader. Five chapters cover the steps of the change process, beginning with identifying a problem or change opportunity; then defining a change goal; assessing the present state of the organization (the change problem and organizational readiness and capacity to engage in change); and determining an overall change strategy. Twenty-one evidence-based organizational change tactics are presented to guide implementation of the process. Tactics include communicating the urgency for change and the change vision; developing an action system that includes a change sponsor, a change champion, a change leadership team and action teams; providing support to staff; facilitating the development and approval of ideas to achieve the change goal; institutionalizing the changes within organizational systems; and evaluating the change process and outcomes. Four case examples from public and nonprofit HSOs are used to illustrate change tactics. Individual chapters cover change technologies and methods, including action research; team building; conflict management; quality improvement methods; organization redesign; organizational culture change; using consultants; advancing diversity, equity, inclusion, and social justice; capacity building; implementation science methods; specific models, including the ARC model; and staff-initiated organizational change.
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Moore, Geoff. Implications for Organizations. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198793441.003.0007.

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This chapter builds on the understanding of organizations as practice-institution combinations which has been developed in earlier chapters to consider what the characteristics of a virtuous organization might be. It identifies seven such characteristics including that it will, through the excellence of its products or services and the ‘perfection’ of organizational members, contribute to the common good. Another key characteristic is that it will support the practice at its core, and in doing so it will seek to secure sufficient external goods to enable the institution to survive, and the core practice to flourish. Having established these characteristics, it explores a taxonomy of organizational-level virtues which might be required for an organization to be considered virtuous, and then explores the idea of organizational character, contrasting it with organizational culture. In order to ground this discussion, it then considers eight parameters which would enable the crowding in of virtue in organizations.
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Latham, Gary P., and Silvia Dello Russo. The Influence of Organizational Politics on Performance Appraisal. Edited by Susan Cartwright and Cary L. Cooper. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199234738.003.0017.

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Political behaviors in organizations consist of self-serving actions taken by an individual or group. They are directed toward the goal of furthering one's own self-interest without regard for the wellbeing of others in the organization. Such actions are informal and, as part of an organization's culture, regulate interpersonal relationships. The fact that the politics inherent in organizational behavior affect an employee's appraisal was noted more than a quarter of a century ago by behavioral scientists. Nevertheless, there is a paucity of systematic research on this subject. Thus, the purpose of this article is fourfold. First, the phenomenon of organizational politics is described. Second, studies on the relationship between political behavior and appraising employees are reviewed. Third, steps to minimizing its adverse effects on the appraisal of employees are outlined. Finally, a research agenda is suggested.
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Book chapters on the topic "Ork organization"

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Dörner, Olaf, and Stefan Rundel. "Organizational Learning and Digital Transformation: A Theoretical Framework." In Digital Transformation of Learning Organizations, 61–75. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-55878-9_4.

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AbstractThe chapter discusses digital transformation as a potential source of crisis for the organization and develops a theoretical framework for further empirical research. The basic concept is that organizational learning is neither exclusively individually nor structurally and that actors and organizations are in a reciprocal relationship. Different requirements during digital transformation, either from the members of the organization or from the environment, force the organization to handle it. The chapter proposes four different ways, how organizations cope with digital transformation. Within the first two types, previous action routines terminate and organizational learning takes place. (1) The action routines of the members of the organization change, as well as there is a new understanding from the organization (educational process). (2) Digital transformation brings with it the implementation of the new digital objects, although the organizational members don’t act in a generally new way (learning process). Within the last two types, the organization refuses the requirements of the digital transformation. (3) The organization implements digital objects, but the organizational members don’t use them. And finally (4), the organization can actively refuse digital transformation.
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Olowookere, Kehinde, and Katherine Sang. "The Human Resources Management Function." In Enterprise and its Business Environment. Goodfellow Publishers, 2016. http://dx.doi.org/10.23912/978-1-910158-78-4-2913.

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Organizations come in different shapes and sizes, from small convenience stores to large multinationals. However, one common element found in any organization, regardless of size, shape or purpose is people, otherwise known as human resources (HR). Organizational success is largely dependent on such human resources (Petrone, 2014). As Petrone argues, a company is only as strong as its people. People construct organizational goals, bring creativity, skills and competencies, and largely make up the organization. Organizations, however, need to manage their people. Indeed managing HR is a fundamental part of the relationship between an organization and its people. The Human Resource Management (HRM) function is often given this responsibility in organizations. Torrington et al. (2005) define HRM as a continuous balancing act between fulfilling an organization’s goals and objectives, and those of employees. Effective management of HR should merge the needs of individuals with the demands of the organization. This chapter will examine the particular ways through which the HRM function achieves these objectives.
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Packard, Thomas. "Introduction." In Organizational Change for the Human Services, 3–16. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780197549995.003.0001.

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Anyone in an organization has the potential to become an organizational change agent. A review of common ways of viewing organizations (e.g., as machines, cultures, or organisms) gives change leaders frameworks to understand and make sense of organizational operations. The purpose of this book is to offer a package of theory, research, and practice that can provide guidance to anyone working in a human services organization, from practicing administrators and other staff to students and consultants, who see opportunities to improve some aspect of an organization’s functioning. The evidence base includes the human services and general management literatures and the author’s research on organizational change. Four cases of change initiatives provide examples of the concepts and materials in some chapters. The sections of the book include challenges and change opportunities, a conceptual framework, change leadership, a change model, generic organizational change methods, and change methods for human service organizations.
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Stańczyk-Hugiet, Ewa, Katarzyna Piórkowska, Sylwia Stańczyk, and Janusz Strużyna. "Organizational Routines (ORs)." In Evolutionary Selection Processes, 35–68. Emerald Publishing Limited, 2019. http://dx.doi.org/10.1108/978-1-78769-685-320191002.

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Tran, Ben. "The Human Element of the Knowledge Worker." In Knowledge Management and Competitive Advantage: Issues and Potential Solutions, 281–303. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-4679-7.ch017.

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The goal of Knowledge Management (KM) is a practical one: to improve organizational capabilities through better use of the organization’s individual and collective knowledge resources. Astonishingly, despite the now-solid consensus on the importance of knowledge or intellectual capital to every organization’s success, most organizations actually manage knowledge very badly. Very few have clearly defined management roles, such as Chief Knowledge Officer (CKO), or organizational structures for the management of knowledge as a resource. Thus, the paramount protection of knowledge is not the type of knowledge itself, but the human element of the knowledge worker within knowledge management. In so doing, this chapter covers the human element of the Knowledge Worker (KW), the Learning Organization (LO) (organizations that are good at Organizational Learning [OL]), the history and meaning of knowledge, types of knowledge, and concludes with the protection of the human element of the KW.
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Dignum, Virgina. "The Role of Organization in Agent Systems." In Handbook of Research on Multi-Agent Systems, 1–16. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-256-5.ch001.

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Agent Organization can be understood from two perspectives: organization as a process and organization as an entity. That is, organization is considered both as the process of organizing a set of individuals, or as an entity in itself, with its own requirements and objectives. In fact, agent organizations demand the integration of both perspectives and rely for a great extent on the notion of openness and heterogeneity of MAS. Practical applications of agents to organizational modeling are being widely developed, however, formal theories are needed to describe interaction and organizational structure. Furthermore, it is necessary to get a closer look at the applicability of insights and theories from organization sciences to the development of agent organizations. In this chapter, current approaches to agent organizations are discussed. Agent Organizations bring concepts and solutions from sociology and organizational theory into agent research, integrating organizational and individual perspectives, and aim at the dynamic adaptation of models to organizational and environmental changes, both of which are impacted by the notion of openness and heterogeneity. The chapter also presents a promising application of agent organizations to the area of human-agent teams.
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Gökçe, Asiye Toker, and Regina Durante. "Ethical Challenges." In Handbook of Research on Ethical Challenges in Higher Education Leadership and Administration, 172–202. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-4141-8.ch010.

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A whistleblower might be considered as trying to help or cause trouble for an organization. Although whistleblowing seems to be a threat to organizational authority structures, it can improve long-term organizational effectiveness when leaders encourage whistleblowing in their organizations to improve their organization's effectiveness and efficiency. Further, the assurance of an ethical organizational system of procedures to frame behavior coupled with individuals who hold similar values can aid organizations in reducing wrongdoing. Without a framework of aligned values, a lack of consensus occurs causing ethical dilemmas. To better understand the motives and reasoning behind whistleblowing and whistleblowers when perceiving wrongdoing, this chapter examines the influence organizational and personal values have on perceptions of misconduct and the factors and characteristics of whistleblowers. In doing so, it will aid leaders and managers in understanding and solving issues of conflict within their sphere of influence.
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Packard, Thomas. "Improvement Methods for Human Service Organizations." In Organizational Change for the Human Services, 275–91. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780197549995.003.0018.

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A number of methods for improving organizational operations are becoming more common in human service organizations. Capacity building typically addresses enhancing management systems capacity in areas such as strategic planning, information systems, and fund development. Benchmarking and best practices are tools that can be used at the level of the entire organization or for specific service delivery practices to search for models that can be adapted to one’s own organization. Implementing evidence-based practices, known broadly as implementation science, is a very common organizational change challenge for human service organizations these days. Formal evidence-based practice implementation methods for human service organizations include the exploration, adoption/preparation, implementation, and sustainment model and the work of the National Implementation Research Network. Organizational learning and learning organization principles are become increasingly better known in human service organizations and actually represent an arena of organizational change that can help organizations develop ongoing methods for continuous improvement.
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Dignum, Virgina, and Frank Dignum. "A Logic for Agent Organizations." In Handbook of Research on Multi-Agent Systems, 220–40. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-256-5.ch009.

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Organization concepts and models are increasingly being adopted for the design and specification of multi-agent systems. Agent organizations can be seen as mechanisms of social order, created to achieve common goals for more or less autonomous agents. In order to develop a theory on the relationship between organizational structures, organizational actions, and actions of agents performing roles in the organization, we need a theoretical framework to describe and reason about organizations. The formal model presented in this chapter is sufficiently generic to enable the comparison of different existing organizational approaches to Multi-Agent Systems (MAS), while having enough descriptive power to describe realistic organizations.
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Badr, Kamal Badr Abdalla, and Mohammad Nazir Ahmad. "Managing Lessons Learned." In Ontology-Based Applications for Enterprise Systems and Knowledge Management, 224–45. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-1993-7.ch013.

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An organization’s knowledge is built on the experience of its human resources, such as individual competencies, group working experiences, problem-solving abilities, and the lessons learned, which these resources use during the execution of tasks or processes. This organizational knowledge is stored in individual minds, or implicitly encoded in organizational processes, services, and systems. In the context of knowledge intensive organizations or learning organizations, besides labor, capital, and land, this experience-based knowledge has been recognized as an important productivity factor. For example, Lessons Learned (LL) are crucial to the learning organization’s continued success. LL were originally conceived as guidelines, tips, or checklists of what went right or wrong in a particular event or organizational business process. A Lessons Learned System (LLS) is a type of knowledge management system that serves the purpose of capturing, storing, disseminating, and sharing an organization’s verified LL, but Lessons Learned Systems have not been well studied and researched. Based on the literature review, the authors develop an evaluation framework for understanding LLS research. The framework identifies six dimension areas of emphasis in LLS research: LL process, LL representation, LL content, LL architecture, organization type, and type of processes. This chapter introduces the evaluation framework and concludes with a discussion of emerging issues, new research directions, and the practical implications of LLS research.
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Conference papers on the topic "Ork organization"

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Conger, Dorian S. "Can Safety Culture Be This Important?" In 2014 22nd International Conference on Nuclear Engineering. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/icone22-31241.

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Organizational culture has been extensively studied since the 1950’s. The research consistently demonstrates that an organization’s culture has a direct and immediate impact on the behaviors of the people working within the organization. For many years, the culture of an organization was not a part of the evaluation process when performance deficiencies or incidents were evaluated. In some instances, organizations were even told specifically that such ‘soft’ issues were not to be considered. Now, it seems that the pendulum has swung completely in the opposite direction. Organizations are encouraged and sometimes even required to consider safety culture contributions to performance problems and accidents/incidents. Few systematic methods exist to evaluate the contributions of safety culture to incident and accidents as part of a root cause analysis. This paper explores several questions related to the importance of safety culture and how it can be evaluated and changed for the betterment of the organization(s) involved. Some of the critical questions are: 1) How is it possible that safety culture has become so important in evaluating the performance of an organization? 2) Whether in terms of deficiencies or accident/incidents — can safety culture be reliably measured, particularly during a root cause analysis? 3) If it can be measured, how can it be changed? 4) Does organizational culture change have to take years to accomplish?
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Burcik, Vladimir, Fred Kohun, and Robert Skovira. "Analyzing the Affect of Culture on Curricular Content: A Research Conception." In InSITE 2007: Informing Science + IT Education Conference. Informing Science Institute, 2007. http://dx.doi.org/10.28945/3112.

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A research conception is developed to enable qualitative and quantitative research on the affect of culture on the curricular content of business and information systems degree programs. The frame raises the interconnected issue of globalizing business and information systems education (theories of organization, management, and employees’ motivation, and the use of information systems) and the affects of a society’s culture. The paper asserts that a society’s culture affects the business and information systems curricula. The essay assumes that any organization is an info-scape (an information landscape). A person’s culture shapes tacitly his or her understandings of the nature and functionality of an organization and its information systems and how to manage them. The conception, following Hofstede and Hofstede, presents an understanding of the Power Distance and Uncertainty Avoidance dimensions and four organizational views: the organization as Pyramid, Market, Machine, and Family. The conception also proposes a relation of organizational type to organizational governance styles: Monarchical, Feudal, Federal, and Anarchical. Finally, the conception also includes the relationship between organizational models and styles of managing organizations: Directive, Analytic, Conceptual, and Social.
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Al Majzoub, Khaled, and Vida Davidavičienė. "ORGANIZATION BEHAVIOR CHANGES CAUSED BY INFORMATION AND COMMUNICATION TECHNOLOGIES." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.15.

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The development and use of Information and communication technology(ICT) is growing at a rapid speed across the world. The number of internet (as well as other technologies) users increased by 27,750% from 1993 (14 million) until 2017 (3,885,567,619) users according to internetworldstats. ICT is becoming essentials in all organization, and organizations cannot survive or compete without using these technologies. Although some researches were done on the effects of these technologies on organizations behaviours, they still in initial stages. The following article examine the effect of ICT on organizational behaviours, especially on Organizational Design how ICT changes the organizational structure and what are the organizations formed, Intelligence in what way knowledge is created and strategically used, and Decision Making how it will affect the speed and accuracy of decision making. Methods used in the article are scientific literature analysis, synthesis and comparison.
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Forgács-Fábián, Sára. "etention of Millennials in the Voluntary Sector: How Can Organizations Not Only Engage but Also Retain This Emerging Generation?" In New Horizons in Business and Management Studies. Conference Proceedings. Corvinus University of Budapest, 2021. http://dx.doi.org/10.14267/978-963-503-867-1_08.

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Why do emerging generations stay active in a voluntary organization? The number of volunteers is increasing in Hungary, one reason is the obligatory community service in secondary schools. There is an emerging generation who has experience in volunteering, however there is a little knowledge about why they sustain voluntary work. Although previous studies elaborate on the retention of volunteers from a general perspective, further research is needed in this specific area. This study aims to examine younger generations’ (Millennials, GenY) retention in nonprofit voluntary organizations by conducting a single case study at Amigos for Children Foundation, in Hungary. Adopting a grounded theory approach, the study aims to build theory on the topic by combining two streams of literature with primary data: sustained volunteerism and expectations of younger generations towards their workplace. Based on prior literature review and qualitative research, findings suggest that organizations should focus on two main areas to keep younger generations motivated. (1) Organizational factors in which volunteering happens are flexible framework for daily operations, flat organization, involvement in decision making and opportunity for shaping the organization. (2) What the volunteer gets in exchange for the prosocial activity: positive feedback, recognition, strong community, opportunity for social and professional development, autonomy, responsibility, mutual trust. An important finding of the study is that younger generations are conscious about the values and the organization itself they work or volunteer at. Further, one of the most important factors for them is the community they do prosocial activity with. Overall, the current study develops propositions on organizational factors to retain younger generations in voluntary organizations.
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Lovrenčić, Sandra. "Knowledge Management as a Facilitator of Organizational Change." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.82.

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Natural, social, political, technological and economic environment of an organization constantly change making timely and relevant information and knowledge critical for competitive advantage and business success. Such constant changes can cause disruption and with it need for adaptation of business models, digital transformation and improvement of knowledge management systems. Digital business and digital workforce are being even more accentuated with ongoing epidemic and new information technologies emerge to help organizations in achieving their goals. Information technology is an important element of knowledge management that supports its processes of creation, acquisition, storage, sharing and application of organizational knowledge. Other important elements, or classic pillars, are organization, leadership and learning. They all include people and people really are key enablers of development and progress. Technology, processes and people in organization are intertwined;:they change and are changed by each other, and are specific for each organization. Knowledge management makes use of those connections to foster organizational change, but is also influenced and changed by them.
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Nicolae (Stan), Ana-Maria. "Human Resources’ Resistance to Change - from Routine to Entrepreneurship Ideas." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/12.

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Nowadays, change has become a constant presence inside the organizations and its existence in organizational life has proved to be necessary for its evolution. The term ‘’change’’ conveys the idea of renovating or transforming an existing thing by adding some values or reducing others. This way, it can be said that change is a process of organizational transformation- especially regarding human resources and overcoming the resistance to change. No one is immune to change and this process affects all members of an organization, either in a positive or negative way. On one hand, it can bring together the members of an organization to achieve a common objective, on the other hand it may be a disruptive factor, a divisional factor and a source of conflict. Although the change may mean something different for different people, it is not something new.
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Steinar Saetre, Alf, Jan Oddvar Soernes, Larry D. Browning, and Keri Stephens. "Organizational Members’ Enactment of Organizational Environments and Media Use: A Study of ICT Practices in Norway and the United States." In 2003 Informing Science + IT Education Conference. Informing Science Institute, 2003. http://dx.doi.org/10.28945/2694.

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This paper uses the concept of scripts to couple Weick’s notion of enactment and Langer’s theory of mindfulness/mindlessness with empirical data on the use of ICTs in organizations. Our research is based on 72 in-depth interviews of advanced ICT users in the United States and in Norway. The findings: (1) show that the notion of clear-cut boundaries between an organization and its “environment” is problematic, and illustrate how organizational members indeed enact—or co-create—the environments of their organizations; (2) validate the assertion that mindfulness is required for media richness theory to be predictive; and (3) illustrate how organizational members construct the richness of one media through the use of other media. This study not only enriches our understanding of Weick’s theories but also has important implications for organizational practice since it expands media richness and social-information-processing theories.
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Potocan, Vojko, and Marina Dabic. "The Virtual Organization from the Viewpoint of Informing." In 2002 Informing Science + IT Education Conference. Informing Science Institute, 2002. http://dx.doi.org/10.28945/2558.

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The conditions of globalization require companies to transform from the traditional industrial enterprises into the modern post-industrial ones, which are becoming open, flexible and innovative. The focus on knowledge has lead to increase attention towards information technology (IT) as one of the main source of competitive advantages. Organizational starting points for their functioning lead to a specific organizational structure, e.g. virtual organization. Virtual organizations enable organizational and/or individual core competencies to be brought together when needed, and disbanded when no longer required on one hand. On the other hand, competitive pressure over the modern conditions of business requires a high quality of business functioning. Business functioning of virtual organizations car be significantly improved mainly in the field of its management, which is its least developed and investigated area. An important viewpoint of management presents a holistic information support to management, which, to a great extent, determines the quality of the entire management and has also a major impact on the results of business operation.
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Mesaroş, Florin, and Irina Antoaneta Tănăsescu. "Integrated Strategic Communication in Romanian Organizations." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/18.

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The strategic communication goes beyond the area of public relations and focuses mainly on strategies that create, develop, and control the success of an organization. Strategic communication also includes traditional practices of institutionalized organizational communication to use the messages much more easily when interacting with internal and external stakeholders. Wishing to find a better strategy to programme any internal or external communication, the organizations develop different kinds of strategic plans meant to support the management process, starting with the mission and vision statement and ending with the evaluation of achieved goals. The following example - Integrated Strategic Communication (ISC)- shows the ways the integrated strategic communication can be reached in Romanian organizations.
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Schlesinger, Dave. "Organizational Culture." In 2017 Joint Rail Conference. American Society of Mechanical Engineers, 2017. http://dx.doi.org/10.1115/jrc2017-2247.

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Much has been said and written about the role culture plays in the safety performance of organizations across all industries. Understanding that accidents cannot simply be blamed on those directly at fault, this paper explores organizational culture and the part it has played in contributing to the cause of rail and other transportation accidents. This paper also discusses the pivotal role of organization leaders in setting cultural norms and priorities that either bolster or hinder safety. Structure, budget, mission statement, and values, which are established by leaders, all demonstrate the importance of safety to employees and others. At the same time, organizations focused on production run the very real risk of placing safety second. This is a particular concern with transportation providers who may be pressured to focus on performance and schedule adherence, at the cost of safety Recommendations for improvement of organizational culture are provided, with a focus on generally accepted best practices.
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Reports on the topic "Ork organization"

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Carley, Kathleen M., and Jeff Reminga. ORA: Organization Risk Analyzer. Fort Belvoir, VA: Defense Technical Information Center, July 2004. http://dx.doi.org/10.21236/ada460034.

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Sadowski, Robert W. Joint Improvised Explosive Device Defeat Organization: Anomaly or Future Roadmap. Fort Belvoir, VA: Defense Technical Information Center, March 2008. http://dx.doi.org/10.21236/ada479704.

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Buenger, Victoria, Jeffrey S. Austin, Richard L. Daft, and Edward J. Conlon. Predicting Organizational Goals: Competing Values or Contingency Relationships. Fort Belvoir, VA: Defense Technical Information Center, August 1987. http://dx.doi.org/10.21236/ada204997.

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Reinhold, Diane, Tracy Patterson, and Peter Hegel. Make Learning Stick: Best Practices to Get the most out of Leadership Devlopment. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2043.

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"Are you taking a closer look at “learning transfer”? Are you wondering how to make sure the lessons taught through your leadership training and development efforts stick weeks, months, or years later? As a professional interested in learning and development, you may be in a position to acknowledge and help overcome the challenges to learning in your organizations. You are likely in a position to influence supervisors and executives, as well as potential participants, in leadership development efforts. You may also have a role in creating and supporting a learning environment. With a better understanding of learning transfer, you can help your organization realize multiple benefits, including bigger impact from developmental experiences, more effective leaders, and a stronger organizational ability to learn and adapt. Read on to learn CCL’s perspective on and best practices for learning transfer for leadership development. We share a framework—and specific tactics—that we use in designing leadership development solutions. With this information, you can begin to help leaders and your organization overcome challenges to learning transfer—and earn greater benefit from leadership development investments."
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Gugerty, Mary Kay, and Michael Kremer. Outside Funding of Community Organizations: Benefiting or Displacing the Poor? Cambridge, MA: National Bureau of Economic Research, September 2000. http://dx.doi.org/10.3386/w7896.

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Gentry, William, and Richard Walsh. Mentoring First-Time Managers: Proven Strategies HR Leaders can Use. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2047.

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"When individual contributors or professionals are promoted into their first formal leadership position, many do not realize how tough that transition can be for them. We often hear that these leaders are not prepared, and lack the support and development to help make that transition successfully. When they are not supported, they suffer, and so too do their teams, the organization, and the HR leadership pipeline, which ultimately can negatively impact the organization’s bottom line. First-time managers are an important part of an organization’s talent and succession management. In turn, organizations may attempt to help first-time managers make the transition into leadership easier by implementing a formal mentoring program. This white paper supports this effort by: • Explaining the benefits a mentoring program can provide for first-time managers and their mentor. • Providing organizations a way to strengthen their own mentoring programs. • Offering HR leaders specific steps to follow and best practices applied in starting and maintaining a successful formal mentoring program specifically aimed at first-time managers. Formal mentoring programs are useful to support and develop first-time managers, an important leadership population that is vital for strengthening your leadership pipeline and succession management efforts. Armed with the knowledge from this white paper, we believe you will be able to gain a competitive advantage".
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Bombardini, Matilde, and Francesco Trebbi. Competition and Political Organization: Together or Alone in Lobbying for Trade Policy? Cambridge, MA: National Bureau of Economic Research, March 2009. http://dx.doi.org/10.3386/w14771.

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Peters, C. J., and C. J. Sparks. Oak Ridge Synchrotron Organization for Advanced Research (ORSOAR): Annual report, 1 October 1987--30 September 1988. Office of Scientific and Technical Information (OSTI), January 1988. http://dx.doi.org/10.2172/6052507.

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Vergos, Deborah H. Navy's Organizational Transformation: Substantiative Change or Just More Management Hype. Fort Belvoir, VA: Defense Technical Information Center, March 2010. http://dx.doi.org/10.21236/ada520132.

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Roman, Gregory A. The Command or Control Dilemma: When Technology and Organizational Orientation Collide. Fort Belvoir, VA: Defense Technical Information Center, April 1996. http://dx.doi.org/10.21236/ada360554.

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