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Автор: Grafiati
Опубліковано: 4 травня 2022
Оновлено: 28 травня 2022

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Статті в журналах з теми "Organizational structure of management":

1

Straková, Jarmila, Jan Váchal, Jaroslav Kollmann, and Milan Talíř. "Development trends in organizational and management structures." Problems and Perspectives in Management 19, no. 2 (July 6, 2021): 495–506. http://dx.doi.org/10.21511/ppm.19(2).2021.39.

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Development trends in management and organizational structures are considered one of the limitations of the ongoing transformation of the company architecture of enterprises in the Czech Republic. This study is based on the survey data of over 450 enterprises in different sizes and sector categories conducted in 2016–2019. Statistical dependence between the type of organizational structure and size of an enterprise is confirmed with a trend of transition to a department-based organizational structure at the expense of a division-based structure. A high degree of statistical dependence is found between the number of management levels and size of a company. However, a low level of statistical dependence is found between the number of management levels and the sector type. Dependence between management structure/size of an enterprise and its profitability is not confirmed. A critical strategic task for companies is acceleration of the transformation of the company architecture, including the organizational framework, and intensification of the innovation and digitalization based on a transfer of new knowledge into corporate practice. If enterprises accomplish this strategic task, they will generate higher value and they can be more profitable and sustainable. A transfer from classical management structures to departmental structures is demonstrated, which creates preconditions for transformation in process and project management. A new finding is an independent relationship between management structure/size of an enterprise and its profitability; and an opposite trend considering the number of management levels compared to the prediction, i.e., their decrease.
2

Walczak, Steven. "Organizational knowledge management structure." Learning Organization 12, no. 4 (August 2005): 330–39. http://dx.doi.org/10.1108/09696470510599118.

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3

Tiller, Stephen R. "Organizational Structure and Management Systems." Leadership and Management in Engineering 12, no. 1 (January 2012): 20–23. http://dx.doi.org/10.1061/(asce)lm.1943-5630.0000160.

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4

Lee, Kin Wai, Baruch Lev, and Gillian Yeo. "Organizational Structure and Earnings Management." Journal of Accounting, Auditing & Finance 22, no. 2 (April 2007): 293–331. http://dx.doi.org/10.1177/0148558x0702200213.

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5

Badruddozza Mia, Mohammad, and Magnus Ramage. "ICT-mediated organizational change in microfinance organizations: a case study." Problems and Perspectives in Management 16, no. 3 (July 6, 2018): 40–47. http://dx.doi.org/10.21511/ppm.16(3).2018.04.

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A strong research tradition on the economic and social impacts of microfinance intervention has been going on. But a dearth of studies on microfinance organizational and management perspectives is there, although the social and economic impacts of this development program largely depend on its organizational setup and intervention management. ICT (decipher!!!) has been used in microfinance organizations for quite a long period of time. This study looks into the ICT-mediated material and social changes that happen in this unique type of organization and its management. The study was conducted using exploratory case study in two organizations. A number of semi-structured interviews and focus groups have been conducted at different layers of the organizations. The study found that ICT has profound implications for change in different material and social aspects of microfinance organizations. As a catalyst, ICT causes organizational structure shrank both horizontally and vertically. Because of the use of ICT a loss-of-middle phenomenon emerges in organizational structure and a tendency of centralized decision authority prevails. It helps boosting up the operational performance and transparency and lowering the long-debated interest rate of microfinance. It engenders profound changes in human resources and socio-cultural aspects of microfinance organizations. However, if protective mechanism is not adopted then the use of ICT may have detrimental effects to the social performance of microfinance. This study contributes to the knowledge domain of ICT-mediated organizational change and the microfinance policy makers by exploring the implications of ICT to different organizational aspects. It contributes by unearthing the detrimental effect of ICT to the development outcome of microfinance intervention.
6

Nalyvaiko, Taras. "EVOLUTIONARY DETERMINATION OF ORGANIZATIONAL MANAGEMENT STRUCTURES." Economic discourse, no. 4 (December 30, 2020): 64–74. http://dx.doi.org/10.36742/2410-0919-2020-4-7.

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Introduction. Management of any systems as a complex social and economic process is carried out within certain structural formations of objects of management, which form their management structure. Modern trends in management processes cause changes in organizational structures of management, causing their evolution and adaptation to the requirements of the time. The study of these processes and the classification of types of organizational structures of management is a necessary condition for the formation of a sample of business entities that will have a common structure that will be reflected in the processes, management methods and the end result. That is why the determination of the evolutionary change of OSM, their classification and structuring is an important prerequisite for optimizing organizational management structures. Methods. During the research the comparative analysis of organizational structures of management, classification signs on which their structuring is carried out was carried out; F. Lalu's theory, which is based on self-organization, integrity, and the evolutionary goal, is the basis for expanding the OSM typology. Results. This study analysed the evolution of organizational management structures: identified the stages and correlated the types of OSM with a certain time interval and proposed to distinguish not only traditional and modern OSM, but also future OSU, which are based on the theory of F. Lalu. The classification of OSV is summarized on the basis of: stationary staff, the degree of adaptability and the option of a group approach to solving problem situations, the nature of the relationships between elements of the structure, which are important in terms of adaptive personnel management. Discussion. Further research involves the analysis of organizational management structures in enterprises in the field of construction in order to form a process of adaptive personnel management. Keywords: management, organizational structure, classification of organizational management structures, personnel, enterprise.
7

Karpets, O. V., A. V. Sinitsyn, and A. V. Firsova. "METHODOLOGY FOR CHOOSING THE ORGANIZATIONAL STRUCTURE OF ENTERPRISE MANAGEMENT." Scientific Review: Theory and Practice 10, no. 9 (September 30, 2020): 2003–12. http://dx.doi.org/10.35679/2226-0226-2020-10-9-2003-2012.

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This article discusses the problem of choosing the correct and effective organizational structure of enterprise management for its correct functioning. The existing types of organizational structures of enterprise management, which are used in practice today, are analyzed, and their positive, negative sides and the type of enterprises for which they can be used are revealed. Along with this, this article discusses and describes methods for choosing an organizational structure for an enterprise. Also, during the study, internal and external factors were identified that affect the choice of an organizational structure. Based on the analysis, a methodology for choosing the most effective type of organizational structure for enterprises was drawn up. The question of choosing an organizational structure is acute for every manager at the very beginning of the operation of an enterprise, because the quality of performance of functions, both of individual divisions and of the entire enterprise as a whole, directly depends on this. Among many types of organizational structures in this study, the types of organizational structures that are most adaptable to changes in external and internal factors are identified. This study provides methods and tools for selecting the appropriate organizational structure for any enterprise. At the moment, some methods, be it goal structuring or computer modeling, are not widely used, which in turn makes it difficult to choose an effective organizational structure for enterprise management. The choice of an effective organizational structure is an extremely urgent problem today for every entrepreneur, who is interested in the stable economic activity of his or her enterprise.
8

Głód, Wojciech. "Organizational structure, environment and management innovation." Global Journal of Business, Economics and Management: Current Issues 9, no. 3 (November 30, 2019): 134–42. http://dx.doi.org/10.18844/gjbem.v9i3.4450.

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Increasing health care marketisation may be, in broader sense, perceived as a mechanism providing the foundation for seeking new ways to rationalise operations in this area. These efforts aim to increase the efficiency of the health care sector, to better adjust health care services to social needs and to improve the management of scarce resources. The core of the process is treating a health care organisation as a partner for other actors and examining its strategic partners. The study aims to present the relationships among the characteristics of the environment, organisational structure and innovation management. Keywords: Health care, Poland, organisational structure, environment, management innovation.
9

Atkinson, Simon, Anja Schaefer, and Howard Viney. "Organizational structure and effective environmental management." Business Strategy and the Environment 9, no. 2 (March 2000): 108–20. http://dx.doi.org/10.1002/(sici)1099-0836(200003/04)9:2<108::aid-bse236>3.0.co;2-l.

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10

Kim, Irene. "Discussion—Organizational Structure and Earnings Management." Journal of Accounting, Auditing & Finance 22, no. 2 (April 2007): 333–38. http://dx.doi.org/10.1177/0148558x0702200214.

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Статті в журналах Дисертації Книги

Дисертації з теми "Organizational structure of management":

1

Martinez, Delgado Juan Carlos. "Designing the organizational structure for an entrepreneurial venture." Thesis, Massachusetts Institute of Technology, 2010. http://hdl.handle.net/1721.1/59139.

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Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2010.
"June 2010." Cataloged from PDF version of thesis.
Includes bibliographical references.
BS Grupo is a Peruvian entrepreneurial venture begun in 2000. The company has grown relatively fast, becoming a leading training provider in Peru. The venture delivers high level and specialized training services in the the areas of mining and information technologies, and on specific topics, such as project, maintenance, and quality management. Although it has experienced relatively fast growth, BS Grupo has missed market opportunities and has delayed the deployment of strategic projects needed for its long term sustainability. The company has developed strong capabilities to identify market opportunities and to configure products to address them; however, BS Grupo has experienced major problems in the areas of people management and organizational structure. This thesis analyzes the current organizational design of BS Grupo using three lenses: strategic, political and cultural. Recommendations are made to develop a new organizational design that supports the growth plans of the venture.
by Juan Carlos Martinez Delgado.
S.M.
2

Kapustyak, Rostislav. "Management ukrajinské společnosti ‚TorhPress‘." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2009. http://www.nusl.cz/ntk/nusl-222186.

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This thesis describes situation in management companies on Ukraine. In theoretic part work you can find information about types organizational structure companies, her division, benefits and disavantages. This information I extract from special books and article about this subject. In practical part I more often analyze Ukrainian company Torhpress that the deal with distribution form and postal goods in Zakarpatian regions, where after analysis I try to suggest optimum solving improvement organizational structure those companies for more effective course companies.
3

Siddiqui, Talha 1969. "Organizational structure : management techniques and lessons learned in aligning technical and program management resources in engineering-intensive organizations." Thesis, Massachusetts Institute of Technology, 2005. http://hdl.handle.net/1721.1/30151.

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Thesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 2005.
Includes bibliographical references (p. 118-120).
The roles of systems engineering, program and project management, and engineering management are continuously blurred and challenged in complex engineering organizations. The demands made of each of these functions can lead to increasing role confusion in otherwise historically well-defined functions. It is important to understand the reasons for existing practices in defining and utilizing these roles and the functions they perform in today's engineering systems. It is the goal of this thesis to show the motivation for current practices in systems and program management, and to shed light on some of the lessons learned in managing both the technology as well as the encompassing technology programs. We look specifically at existing practices in the aerospace industry as our case-study to understand matrix organizational structures, as well as gain insights from the commercial industry and academic literature on the practices deployed in innovation and new product development and management. keywords: product development, matrix organization, systems engineering, program and project management, engineering management, managing innovation
by Talha Siddiqui.
S.M.
4

García, Acuña Martín Ignacio. "Emergence of strategic direction, organizational structure and employee integration : a framework for the Dialectic Organization." Thesis, Massachusetts Institute of Technology, 2014. http://hdl.handle.net/1721.1/90243.

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Thesis: S.M. in Management Studies, Massachusetts Institute of Technology, Sloan School of Management, 2014.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 94-97).
The main objective of this thesis is to develop a system dynamics model of organizational change. The Organizational Studies, Strategic Management and System Dynamic fields will be reviewed, concluding that there are gaps in the extant literature: none of them has been successful in defining the minimum set of processes and variables required to characterize organizational change. Through an exploratory study using a comparative-case study analysis, it was found that, on the one hand, under low requirements for change (i.e. stable organizational-environment fit), organizations tend to increase their inertia (i.e. tend to be more bureaucratic). On the other hand under high requirements for change (i.e. unstable organizational-environment fit), organizations tend to try to reduce their inertia (i.e. increasing their ability to change), as a way to adapt themselves to the environment. Through an analysis of previous simulation models of the organization and environment interface, it was found that the inertia-performance relationship follows an inverted U-shape. When this relationship is included in current models of organizational change, they become highly instable. Through the development of a system dynamics model, it was found that the stability of the system is achieved through the inclusion of two additional sectors: employee motivation and employee integration. Thus, this exploratory study establishes that apparently three main processes are required, as a minimum, to characterize organizational change: the emergence of strategic direction, the emergence of organizational structure and the emergence of employee integration. Within this view, the organization could be seen as a double-edged reduction of complexity system: on the one hand the organization needs to reduce the complexity of the environment in order to create an "internal order". But on the other hand, it needs to reduce the complexity of the employees in order to motivate them to participate in its internal processes. We define this system as a "Dialectic Organization".
by Martin I. Garcia Acuna.
S.M. in Management Studies
5

Morais, João Marcelo. "Organizational structure in family business management styles and employees satisfaction." Universidade de Taubaté, 2004. http://www.bdtd.unitau.br/tedesimplificado/tde_busca/arquivo.php?codArquivo=24.

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Nowadays, world ambient discussion constitutes an important subject, which also includes Brazil, an organizations importance, especially the company that aims at profit, for economic, social and individual development. At the same time the form of expectations, the companies find themselves in competitive scenery, that is, a combined economic evolution in an open market, that resulted in new companies, international competitors entering the local market and improving products and services that already exist for focalizing quality and low cost. This scenery determines that the organizations should be alert in its organizational structure, especially in its reference an existing relation a between high administrative conception and its perspectives of managerial and other employees, because this can reflect in their market and clients. The aim of this thesis is to identify the organizational structure in a family business, or that is, managed and run by its owners. It also scopes on knowing the relevant structural factors facing the scenery mentioned before, as we realize de main characteristics of managers in a family organizations and influenced by a structural model used and management style in relation to the employees satisfaction. For this reason a typical family company was selected, managed and run by its owners, in the case, husband and wife, that work in services sector of international commerce which has its influence and administration, even though its head-office is situate in the city of São José dos Campos São Paulo Brazil -, and represents in the Brazilian and world economy, through its branches, risk partners and representatives. Such aspect meant using a research method collecting information from its owners, managers and employees co-localized in all its branches.
Atualmente constitui-se tema de significante discussão em âmbito mundial, e não menos diferente no Brasil, a importância das organizações, especialmente as empresas destinadas a produzir lucratividade, para o desenvolvimento econômico, social e do indivíduo. De forma concomitante às expectativas declinadas anteriormente, as empresas se encontram em meio a um cenário referendado por características muito particulares de competitividade, ou seja, a evolução econômica combinada com a abertura de mercados, culminou com a criação de novas empresas, entrada de concorrentes internacionais no mercado local e aprimoramento dos produtos e serviços já existentes para um enfoque que exige qualidade e baixo custo. Este cenário determina que as organizações estejam atentas à sua estrutura organizacional, especialmente no que tange a relação existente entre as concepções da alta administração e as perspectivas do corpo gerencial e dos demais funcionários, vez que isto poderá produzir reflexos em seu mercado e clientes. Este trabalho tem como objetivo identificar a estrutura de organização de uma empresa familiar, ou seja, uma empresa administrada e gerida por seus proprietários. Também tem como escopo apreender os fatores relevantes da estrutura frente ao cenário anteriormente descrito, assim como perceber as principais características dos gerentes da organização familiar e a influência do modelo estrutural adotado e do perfil gerencial em face da satisfação do corpo operacional, isto é, dos funcionários. Para tanto, foi selecionada uma empresa tipicamente familiar, administrada e gerida por seus proprietários, in casu, marido e mulher, que atua no setor de prestação de serviços de comércio exterior e cuja zona de influência e atendimento, muito embora sua matriz esteja localizada na cidade de São José dos Campos - SP, perfaça localidades mais representativas da economia brasileira e mundial, por intermédio de suas filiais, parceiros de risco e representantes. Tal aspecto significou, para a metodologia de pesquisa empregada, a coleta de dados perante gerentes e funcionários co-localizados em todas as unidades da empresa selecionada.
6

Löfgren, Victoria, and Aivi Eklund. "Organizational Structure, Communication, and Performance : Relationship to integrated management system." Thesis, Uppsala universitet, Institutionen för samhällsbyggnad och industriell teknik, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-444754.

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The study aims to research factors that impact organizational structure, communication, performance, and if the management system has any significant ability to improve the outcome. The study is a case study of an organization where twenty-five employees were invited to participate in the survey and express how they perceive the management system. Interview with a CEO of the organization and access to the intranet and management system gave another set of data analyzed and researched with the help of theories. The results show that the organizational structure, communication, and performance cannot function without each other. Structure impacts the communication and performance of the organization. Simultaneously, successful communication is a vital ingredient for the structure to function and increase performance. The management system is the center for organizational structure and performance. Successful integration of the management system improves the information flow, increasing efficiency, performance, and profitability in the organization. A functioning and collaborative management system is the key to increased quality in every area of the organization. It fulfills the social demand for sustainability and quality vital for surviving the competitive market and being prepared for unexpected future events such as Covid-19. Available various technological and digital tools for quality improvement and communication have been the savior for many businesses worldwide.
Studien syftar till att undersöka faktorer som påverkar organisationsstruktur, kommunikation, prestanda och om ledningssystemet har någon betydande förmåga att förbättra resultatet. Studien är en fallstudie av en organisation där tjugofem anställda var inbjudna att delta i undersökningen och uttrycka hur de uppfattar ledningssystemet. Intervju med en VD för organisationen och tillgång till intranätet och ledningssystemet gav ytterligare en uppsättning data som analyserades och forskades med hjälp av teorier. Resultaten visar att organisationsstruktur, kommunikation och prestanda inte kan fungera utan varandra. Struktur påverkar organisationens kommunikation och prestanda. Samtidigt är framgångsrik kommunikation en viktig ingrediens för att strukturen ska fungera och öka prestanda. Ledningssystemet är centrum för organisationsstruktur och prestanda. Framgångsrik integration av ledningssystemet förbättrar informationsflödet, ökar effektiviteten, prestanda och lönsamhet i organisationen. Ett fungerande och samverkande ledningssystem är nyckeln till ökad kvalitet inom alla områden i organisationen. Det uppfyller den sociala efterfrågan på hållbarhet och kvalitet som är avgörande för att överleva den konkurrensutsatta marknaden och vara beredd på oväntade framtida händelser som Covid-19. Tillgängliga olika tekniska och digitala verktyg för kvalitetsförbättring och kommunikation har varit en undsättare för många företag världen över.
7

Sweo, Robert (Robert Edward). "Toward the Development of Information Technology Variables to Help Predict Organizational Structure." Thesis, University of North Texas, 1995. https://digital.library.unt.edu/ark:/67531/metadc278238/.

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There is a growing awareness that information technology plays a critical role in helping determine organizational structure. Unfortunately, that role has not been adequately defined. This study provides a foundation for an increase in our understanding of the relationship between information technology and organizational structure by defining a new set of information technology variables and identifying differences in organizational structure based on these new variables.
8

Holloway, Samuel Scott 1974. "When does the network organizational form fail? Examining the impact of project characteristics on organizational structure and performance." Thesis, University of Oregon, 2009. http://hdl.handle.net/1794/10222.

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xv, 228 p. : ill. A print copy of this thesis is available through the UO Libraries. Search the library catalog for the location and call number.
This dissertation integrates economic and sociological approaches to network organizing to explain the structure and performance of network organizational forms. Previous theorizing from economics and sociology linked network organizational structure to "pairwise" or dyadic assessments of transaction efficiency and relational efficacy. Research based on these theories offered only partial understanding of network organizational performance because this work ignores the impact of multiple dyads interacting simultaneously, which occurs at the network level of analysis. This study integrates economic and sociological theories, treating them as interdependent explanations of network structure and performance. Theory is developed at the network level of analysis, which is necessary to explain the structure and performance of network organizations. Taking a network governance perspective, I formulate a theoretical model predicting the impact of exchange conditions upon the structure and performance of network organizations. I focus upon a specific variant of network organizations, "temporary interorganizational networks" (TINs), and develop and test hypotheses derived from transaction cost economics and from the sociological perspective focusing on relational embeddedness. I test these hypotheses by constructing a unique dataset containing comprehensive financial, organizational, and performance information regarding a population of network organizations during the years 2000-2007. Each observation in this dataset constitutes a network form designed to address a specific project, and these observations include both those networks that succeeded and those that failed. The study's design overcomes a limitation of prior cross-sectional analyses: Most prior analyses treat network ties as durable and assume that all ties add value to an organization. This assumption is challenged by empirical findings suggesting that the value of a relational tie decays rapidly with time. In contrast, the transient relationships common in TINS repeatedly form and dissolve over time. By observing both the formation and dissolution of ties and both successful and unsuccessful interorganizational networks, this study is among the first to test the full range of network organizational performance. My results indicate that exchange conditions significantly affect both the structure and performance of the network organizational form. Additionally, analyses reliably predict failure of the network form, which amends and extends prior theory.
Committee in charge: Alan Meyer, Chairperson, Management; Michael Russo, Member, Management; Anne Parmigiani, Member, Management; William Starbuck, Member, Management; Renee Irvin, Outside Member, Planning Public Policy & Mgmt
9

Lindström, Petter, and Viktor Petersson. "Crisis Management - Influencing factors, implementation and preparedness." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-15559.

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Purpose:The purpose of this thesis is to examine how organizations work with crisismanagement in practice, with a focus on lower and middle level managersin the organizations. Background:Crisis within corporations and governmental institutions happens around usmore and more commonly. A survey made by the insurance company IFclaims that Swedish companies are badly prepared within the area of crisismanagement. A more globalized world also increases the effects of crisesfrom all over the world to affect Swedish corporations. We claim thatorganizational structure is a key factor to be able to have a developedcrisis management throughout the whole organization. Method:In order to answer the purpose we have used a qualitative deductiveresearch method. We have conducted semi-structured face to faceinterviews within two different types of Swedish organizations. Therespondents were chosen randomly from a division- or group managementlevel. Conclusion:The empirical study claims that there is a difference when defining a crisis,depending on previous experiences and education. To have the sameeducation and an overall common understanding of crisis management alsoincreases the efficiency when handling a crisis. Organizational structure and hierarchy is vital when it comes to crisismanagement. To have a clear structure and standardized meetings withinthe organization will help vigorous information to be communicated fromtop-bottom as well as from the bottom-top. However it might decreasethe flexibility and entrepreneurial spirit and our findings suggest that thisis an area that needs to involve within further researches.
10

Atkinson, T. D. "Improving organizational structure at Brunswick Street Baptist Church." Theological Research Exchange Network (TREN) Access this title online, 2004. http://www.tren.com.

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Книги з теми "Organizational structure of management":

1

Practices, LLC Best. Optimizing manufacturing management structure. Chapel Hill, NC: Best Practices, LLC, 2001.

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2

Dessler, Gary. Organization theory: Integrating structure andbehavior. 2nd ed. London: Prentice-Hall International, 1986.

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3

Dessler, Gary. Organization theory: Integrating structure and behavior. 2nd ed. Englewood Cliffs: Prentice-Hall, 1986.

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4

Stanley, Kay. IPA management: Organizational structure and strategic planning. New York: McGraw-Hill, 1999.

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5

Robbins, Stephen P. Organization theory: Structure, design and applications. 2nd ed. London: Prentice-Hall, 1987.

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6

Robbins, Stephen P. Organization theory: Structure, design, and applications. 2nd ed. Englewood Cliffs, N.J: Prentice-Hall, 1987.

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7

Robbins, Stephen P. Organization theory: Structure, design and applications. 3rd ed. Englewood Cliffs: Prentice-Hall, 1990.

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8

Robbins, Stephen P. Organization theory: Structure, design, and applications. 3rd ed. Englewood Cliffs, N.J: Prentice Hall, 1990.

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9

Fritz, Robert. Corporate tides: The inescapable laws of organizational structure. San Francisco: Berrett-Koehler Publishers, 1996.

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10

Analoui, Farhad. Organizational structure, environment and the need for management of change. Bradford: University of Bradford,Development and Project Planning Centre, 1989.

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Частини книг з теми "Organizational structure of management":

1

Takahara, Yasuhiko, and Mihajlo Mesarovic. "Organizational Level Management." In Organization Structure, 99–116. Boston, MA: Springer US, 2003. http://dx.doi.org/10.1007/978-1-4613-0213-1_6.

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2

Barnhill, Christopher R., Natalie L. Smith, and Brent D. Oja. "Organizational Structure." In Organizational Behavior in Sport Management, 37–47. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67612-4_4.

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3

Keats, Barbara, and Hugh M. O'Neill. "Organizational Structure." In The Blackwell Handbook of Strategic Management, 519–41. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1111/b.9780631218616.2006.00019.x.

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Keathley, Jane. "Innovative Organizational Structure." In Total Innovative Management Excellence (TIME), 469–87. New York, NY : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9781003004554-15.

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Stewart, Rosemary, Jean-Louis Barsoux, Alfred Kieser, Hans-Dieter Ganter, and Peter Walgenbach. "Management and Organizational Structure." In Managing in Britain and Germany, 131–50. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23584-1_6.

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Shaw, Mahauganee, and Shane Fudge. "Organizational Structure and Crisis Management." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 4403–8. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_765.

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Shaw, Mahauganee, and Shane Fudge. "Organizational Structure and Crisis Management." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–7. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-31816-5_765-1.

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Kaschny, Martin, and Matthias Nolden. "Organizational Structures." In Management for Professionals, 137–75. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-78524-0_5.

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Huber, Daniel, Heiner Kaufmann, and Martin Steinmann. "The Organizational Structure: The Innovative Enterprise." In Management for Professionals, 53–91. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-55498-3_5.

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Dyck, Bruno. "Managing Relationships within Organizations: Organizational Structure, Motivation, and Leadership." In Management and the Gospel, 159–67. New York: Palgrave Macmillan US, 2013. http://dx.doi.org/10.1057/9781137315861_16.

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Тези доповідей конференцій з теми "Organizational structure of management":

1

DE PAULA, ABDON, ADRIANA LEIRAS, and ALESSANDRO LUKOSEVICIUS. "ORGANIZATIONAL STRUCTURE FOR DISASTER MANAGEMENT PROJECTS." In DISASTER MANAGEMENT 2017. Southampton UK: WIT Press, 2017. http://dx.doi.org/10.2495/dman170041.

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2

Wang, Dan, and Shijun Yang. "Impact of organizational structure and HRM on organizational performance." In 2007 IEEE International Engineering Management Conference - EM 2007 (IEMC). IEEE, 2007. http://dx.doi.org/10.1109/iemc.2007.5235077.

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3

Liao, Liefa, and Kanliang Wang. "Network Structure, Organization Dynamism and Organizational Learning: A Simulation Model." In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5576194.

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4

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.
5

Budić, Hrvoje, Drago Pupavac, and Antun Marinac. "ORGANIZATIONAL DIMENSIONS AND THEIR IMAPACT ON THE ORGANIZATIONAL STRUCTURE." In 4th International Scientific – Business Conference LIMEN 2018 – Leadership & Management: Integrated Politics of Research and Innovations. Association of Economists and Managers of the Balkans, Belgrade, Serbia et all, 2018. http://dx.doi.org/10.31410/limen.2018.247.

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6

Zhiwei Ni, Sha Wang, and Huaiying Li. "Mining organizational structure from workflow logs." In 2011 International Conference on e-Education, Entertainment and e-Management (ICEEE). IEEE, 2011. http://dx.doi.org/10.1109/iceeem.2011.6137791.

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Fan, Yuncui, and Zheming Zhong. "Research on Organizational Structure Optimization of Engineering Research Center." In 2011 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2011. http://dx.doi.org/10.1109/iciii.2011.98.

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Mirković, Vladimir, Jelena Lukić, Snežana Lazarević, and Željko Vojinović. "Key Characteristics of Organizational Structure that Supports Digital Transformation." In 24th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2019. http://dx.doi.org/10.46541/978-86-7233-380-0_46.

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9

Watanabe, Y. A. "On the structure of intra-organizational network." In Innovation in Technology Management. The Key to Global Leadership. PICMET '97. IEEE, 1997. http://dx.doi.org/10.1109/picmet.1997.653606.

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10

Kadem, Mohammad, Karam Yateem, Abdullah Alghamdi, Mujtaba Shurafa, and Hussain Saiood. "Bridging Knowledge Gaps Through an Integrated Structured Production Engineering Knowledge Management Program: A Story to Tell and Adopt." In Offshore Technology Conference. OTC, 2022. http://dx.doi.org/10.4043/32114-ms.

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Abstract Knowledge management is the process of defining, structuring, storing, and sharing knowledge and experiences of employees within an organization to increase workplace efficacy and improve general decision-making capabilities. This paper aims to shed light on a structured production engineering knowledge management program and its initiatives for enhancing an organization's performance with associated factors such as learning from remote locations and the availability of subject matter experts. Knowledge management structure has three main pillars: organizational culture, governance, and technology, which are all integrated to obtain an effective production engineering knowledge management structure. The cultural pillar is captured by formulating a two-year plan and implementing knowledge management process requirements, benchmarking the best practices, and revising the target on a regular basis. Technology is captured through the production engineering community of practice, where people gather in one place to share knowledge and best practices. Governance has a structured architectural plan where the key performance indicators of production engineering knowledge assets and events are monitored regularly. The Knowledge Asset Index was exceeded due to the implementation of several initiatives such as the incubation of specific instruction manuals for Intelligent Field equipment, which aims to address layouts of roles and responsibilities involving all concerned organizations to maintain healthy Intelligent Field equipment. For the Knowledge Events Index, the organization's subject matter expert conducted an in-house Intelligent Field training course and technical publication writing workshops to improve all engineers' awareness and training for more than 200 professionals. With an excellent implementation of the production engineering community of practice plans, the knowledge management team won an award due to a remarkable participation index increase. The results show that well-planned knowledge management has a number of advantages to an organization. Some of these benefits include increased workplace efficiency, which allows consistency in information provided to knowledge recipients, improved skill growth and development in employees, and improved decision making in the organization. This paper will serve as a motivation to knowledge management structures by implementing knowledge performance measures pertaining to production engineering. The benefits of this process to future quantifications are that it allows even quicker decision-making skills in the workplace and works to reduce organizations' training times, which can result in bridging knowledge gaps.

Звіти організацій з теми "Organizational structure of management":

1

Loskin, M. I., and A. M. Salva. ORGANIZATIONAL STRUCTURE AND MANAGEMENT METHODS OF PUBLIC AGENCY. МЦНС "Наука и просвещение", 2017. http://dx.doi.org/10.18411/loskin3.

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2

Guadalupe, Maria, Hongyi Li, and Julie Wulf. Who Lives in the C-Suite? Organizational Structure and the Division of Labor in Top Management. Cambridge, MA: National Bureau of Economic Research, February 2012. http://dx.doi.org/10.3386/w17846.

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Bauer, Travis L., and Tom Rego Brounstein. Inferring Organizational Structure from Behavior. Office of Scientific and Technical Information (OSTI), February 2015. http://dx.doi.org/10.2172/1494636.

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

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5

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

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6

Mendoza, A. Modernizing Organizational User Account Management. Office of Scientific and Technical Information (OSTI), September 2014. http://dx.doi.org/10.2172/1165810.

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7

Nechaev, V., Володимир Миколайович Соловйов, and A. Nagibas. Complex economic systems structural organization modelling. Politecnico di Torino, 2006. http://dx.doi.org/10.31812/0564/1118.

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One of the well-known results of the theory of management is the fact, that multi-stage hierarchical organization of management is unstable. Hence, the ideas expressed in a number of works by Don Tapscott on advantages of network organization of businesses over vertically integrated ones is clear. While studying the basic tendencies of business organization in the conditions of globalization, computerization and internetization of the society and the results of the financial activities of the well-known companies, the authors arrive at the conclusion, that such companies, as IBM, Boeing, Mercedes-Benz and some others companies have not been engaged in their traditional business for a long time. Their partner networks performs this function instead of them. The companies themselves perform the function of system integrators. The Tapscott’s idea finds its confirmation within the framework of a new powerful direction of the development of the modern interdisciplinary science – the theory of the complex networks (CN) [2]. CN-s are multifractal objects, the loss of multifractality being the indicator of the system transition from more complex state into more simple state. We tested the multifractal properties of the data using the wavelet transform modulus maxima approach in order to analyze scaling properties of our company. Comparative analysis of the singularity spectrumf(®), namely, the difference between maximum and minimum values of ® (∆ = ®max ¡ ®min) shows that IBM company is considerably more fractal in comparison with Apple Computer. Really, for it the value of ∆ is equal to 0.3, while for the vertically integrated company Apple it only makes 0.06 – 5 times less. The comparison of other companies shows that this dependence is of general character. Taking into consideration the fact that network organization of business has become dominant in the last 5-10 years, we carried out research for the selected companies in the earliest possible period of time which was determined by the availability of data in the Internet, or by historically later beginning of stock trade of computer companies. A singularity spectrum of the first group of companies turned out to be considerably narrower, or shifted toward the smaller values of ® in the pre-network period. The latter means that dynamic series were antipersistant. That is, these companies‘ management was rigidly controlled while the impact of market mechanisms was minimized. In the second group of companies if even the situation did changed it did not change for the better. In addition, we discuss applications to the construction of portfolios of stock that have a stable ratio of risk to return.
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Sanders, David P. An Analysis of Africa Command's Organizational Structure. Fort Belvoir, VA: Defense Technical Information Center, March 2010. http://dx.doi.org/10.21236/ada520030.

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Vasilenko, L. A., P. P. Makagonov, V. G. Chumak, L. P. Goverdovskaya, and T. E. Vodovatova. Interaction of municipal and state management structures with non-profit public organizations. ANO-Izdatelstvo-SNC-RAN, 2002. http://dx.doi.org/10.18411/vasilenko-2-12.

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Bartol, Thomas J. Organizational Structure and Technological Innovation in the Air Force. Fort Belvoir, VA: Defense Technical Information Center, April 1985. http://dx.doi.org/10.21236/ada157200.

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