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 (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
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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 (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 exten
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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 (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) keg
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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 de
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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 (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 psych
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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 (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
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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 (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
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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 organiza
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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 (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 fai
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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 (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 progr
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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<br>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 Brazilia
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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 or
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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.<br>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
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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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<p>Abstract</p><p>Title: Serial recall of two-voice lists: Words are not perceptually organized by voice.</p><p>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 hypoth
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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. Eckankar, 1994.

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

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

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1970-, Sullivan Tim, ed. The org: The underlying logic of office life. 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
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Vesga R., Juan Javier, Mónica García-Rubiano, Eliana Quiroz González, et al. 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
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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
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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 cor
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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 purpo
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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. 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. 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. 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. 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. 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. 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. 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. 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. 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 encou
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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
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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 or
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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 condu
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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
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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 tog
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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 the
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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
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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 s
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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
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Reports on the topic "Ork organization"

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Carley, Kathleen M., and Jeff Reminga. ORA: Organization Risk Analyzer. Defense Technical Information Center, 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. Defense Technical Information Center, 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. Defense Technical Information Center, 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 un
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Gugerty, Mary Kay, and Michael Kremer. Outside Funding of Community Organizations: Benefiting or Displacing the Poor? National Bureau of Economic Research, 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, organ
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Bombardini, Matilde, and Francesco Trebbi. Competition and Political Organization: Together or Alone in Lobbying for Trade Policy? National Bureau of Economic Research, 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), 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. Defense Technical Information Center, 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. Defense Technical Information Center, 1996. http://dx.doi.org/10.21236/ada360554.

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