Relevant bibliographies by topics / Organisational structure

Contents

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

Academic literature on the topic 'Organisational structure'

Author: Grafiati
Published: 4 June 2021
Last updated: 20 February 2023

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Organisational structure.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Organisational structure"

1

Aslan, Mustafa. "Organisational structure revisited." Business & Management Studies: An International Journal 9, no. 1 (March 25, 2021): 282–94. http://dx.doi.org/10.15295/bmij.v9i1.1769.

Full text
Abstract:
This study's primary goal is to investigate all variables that are reported to affect the organisational structure in the same research model. For this purpose, effects of Top Management Team profile variables, including Strategic Decision-Making Style and Strategic Decision-Making Group Size, Environmental Dynamism, Environmental Hostility, Organization Size (both annual turnover and number of employees are taken separately as the indicators of organisation size), Organization’s Age, and Technology (three technological levels: low, medium and high technologies) on the Organizational Structure analysed. Organisation’s Degrees of Centralization and Formalization were taken as organisational structure variables. The research adopted a convenient sampling method and was conducted with 455 managers working in Turkey's different organisations. The Partial Least Square-Structural Equation Model (PLS-SEM) approach is used to assess the effects of Top Management Team profile variables, environmental factors, and organisational factors on both the degree of centralisation and formalisation. The results show that TMT Age, Environmental Hostility, Organizational Size (Annual Turnover only), and Technology have a positive and significant effect only on formalisation, while Strategic Decision-Making Group Size, Strategic Decision-Making Style, and Environmental Dynamism on both The Degree of Centralisation and Formalisation. This study also showed that the effects of most of the variables mentioned in the literature as antecedents of the organisational structure could not be determined while all the variables mentioned above are included in the same research model.
APA, Harvard, Vancouver, ISO, and other styles
2

Iyamu, Tiko, and Leshoto Mphahlele. "The impact of organisational structure on enterprise architecture deployment." Journal of Systems and Information Technology 16, no. 1 (March 4, 2014): 2–19. http://dx.doi.org/10.1108/jsit-04-2013-0010.

Full text
Abstract:
Purpose – In many organisations, the alignment between information technology (IT) and business is viewed as an important catalyst for the organisation's effectiveness and efficiency towards achieving a competitive advantage. Yet, a shared understanding between business and IT (the EA included) remains an issue in many organisations. The organisational structure affects the alignment between business and IT units. Conversely, a lack of alignment of both components (IT and business units) impedes organisations' capacity to increase and improve their productivity. Many studies have been conducted in the area of IT, EA and the organisational structure. There is, however, little evidence of work conducted in exploring the interface between organisational structure and EA prior to this study. The paper aims to discuss these issues. Design/methodology/approach – A case-study research approach was employed to investigate the impact of organisational structure in the deployment of EA in organisations. Qualitative data were collected through semi-structure technique. The analysis was carried out, using structuration theory. Findings – The magnified data revealed some of unforeseen factors impeding the success of the EA deployment in the organisation. Originality/value – The work is original, and it has not been submitted or published anywhere else.
APA, Harvard, Vancouver, ISO, and other styles
3

Barnard, Peter A. "Secondary school structure, organisational learning capacity and learning organisations: a systemic contribution." International Journal of Educational Management 34, no. 8 (May 7, 2020): 1253–64. http://dx.doi.org/10.1108/ijem-01-2020-0037.

Full text
Abstract:
PurposeThe purpose of this paper is to explain the influence of a school's operational structure on organisational learning capacity (OLC), and how this either supports or disables any aspiration as a learning organisation.Design/methodology/approachTwo organisational working models are described, one based on same-age structure and another that uses multi-age organisation. These are systemically examined to test for OLC and subsequent potential to develop as learning organisations.FindingsSchools using same-age organisational structure have restricted feedback mechanisms that inhibit their ability to develop OLC. Schools that have adopted multi-age structures have extensive information feedback mechanisms; consequently, they have a higher OLC and the potential to develop as a quasi learning organisation.Practical implicationsThis paper intervenes at a time when interest in the concepts of OLC, transformative learning, and the idea developing schools as learning organisations is increasing. The danger of this development is to repeat the reformational mistakes of the past by failing to reflect on ingrained organisational assumptions. This paper encourages schools to reflect on their organisational strategy.Originality/valueThis paper fills a gap in the research literature by offering a practical analysis of two organisational systems, to show how structure impacts on OLC and aspirations to develop as a learning organisation.
APA, Harvard, Vancouver, ISO, and other styles
4

Pillay, Kiru, and Manoj Maharaj. "The Restructuring and Re-Orientation of Civil Society in a Web 2.0 World." International Journal of Cyber Warfare and Terrorism 5, no. 1 (January 2015): 47–61. http://dx.doi.org/10.4018/ijcwt.2015010104.

Full text
Abstract:
This study focuses on how civil society organisations strategically deploy Web 2.0 technologies for transnational social advocacy and the impact of this technology adoption on civil society organisations' roles, structure, and orientation. The global environmental justice organisation, Greenpeace is used as a case study. Greenpeace advocates for changes in environmental policy and behaviour, has been at the forefront of environmental issues, and has used the mass media as an effective campaigning tool. The key findings that emerged was that social media has become a key ingredient of Greenpeace's campaigning strategy and has been embraced at both a strategic and operational level. The emergence of a collaborative communications paradigm has necessitated a level of organisational introspection evidenced in both changes in the organisation's strategic planning processes and changes to the organisational structure.
APA, Harvard, Vancouver, ISO, and other styles
5

Bunker, Deborah, Karl-Heinz Kautz, and Anne Luu Thanh Nguyen. "Role of Value Compatibility in it Adoption." Journal of Information Technology 22, no. 1 (March 2007): 69–78. http://dx.doi.org/10.1057/palgrave.jit.2000092.

Full text
Abstract:
Compatibility has been recognised as an important element in the adoption of IT innovations in organisations but as a concept it has been generally limited to technical or functional factors. Compatibility is also significant, however, with regard to value compatibility between the organisation, and the adopted IT innovation. We propose a framework to determine value compatibility analysing the organisation's and information system's structure, practices and culture, and explore the value compatibility of an organisation with its adopted self-service computer-based information system. A case study was conducted to determine the congruence of an organisation's value and IT value compatibility. This study found that there was a high correspondence in the organisational structure and practice dimensions; however, there were organisational culture disparities. The cultural disparities reflected the self-service acceptance and training issues experienced by the case organisation. These findings add insight into the problems experienced with value compatibility and the adoption of the information systems, and show the potential use of the proposed framework in the detection of such problems.
APA, Harvard, Vancouver, ISO, and other styles
6

Strużyna, Janusz, and Izabela Marzec. "Various Features of Organizational Structures and Employability in Selected Public Organizations." Kwartalnik Ekonomistów i Menedżerów 45, no. 3 (July 19, 2017): 69–86. http://dx.doi.org/10.5604/01.3001.0010.6284.

Full text
Abstract:
The relation of human resource management to the structural dimension of an organisation has aroused interest of researchers for a long time. The organisational structure creates conditions for HRM, it describes allocation of tasks and responsibilities, determines the applied HRM tools, and as a result, it also decides about possibilities of employability enhancement in an organisation. This paper attempts to answer the question: what is the relationship between certain features of organisational structures and employability of public organisations’ employees. This aim will be achieved by presenting the results of empirical research concerning features of organisational structures and their ties with employability of employees carried out in labour offices, social welfare centres and municipal offices.
APA, Harvard, Vancouver, ISO, and other styles
7

Qiu, Jiangnan, Zhiqiang Wang, and ChuangLing Nian. "An approach to filling firms' knowledge gaps based on organisational knowledge structure." Journal of Knowledge Management 18, no. 1 (February 4, 2014): 1–18. http://dx.doi.org/10.1108/jkm-05-2013-0191.

Full text
Abstract:
Purpose – The objective of this paper is to propose a practical and operable method to identify and fill organisational knowledge gaps during new product development. Design/methodology/approach – From a microscopic view, this paper introduces the tree-shaped organisational knowledge structure to formalise the knowledge gaps and their internal hierarchical relationships. Based on the organisational knowledge structure, organisational knowledge gaps are identified through tree matching algorithm. The tree-edit-distance method is introduced to calculate the similarity between two organisational knowledge structures for filling knowledge gap. Findings – The proposed tree-shaped organisational knowledge structure can represent organisations' knowledge and their hierarchy relationships in a structured format, which is useful for identifying and filling organisational knowledge gaps. Originality/value – The proposed concept of organisational knowledge structure can quantify organisational knowledge. The approach is valuable for strategic decisions regarding new product development. The organisational knowledge gaps identified with this method can provide real-time and accurate guidance for the product development path. More importantly, this method can accelerate the organisational knowledge gap filling process and promote organisational innovation.
APA, Harvard, Vancouver, ISO, and other styles
8

de Sá Affonso da Costa, Isabel, Elaine Tavares, and Arthur Marcelo Nicolau Peixoto. "Knowledge Creation in Hybrid Organisations: A Case Study in a Quasi-Governmental Organisation." Journal of Information & Knowledge Management 15, no. 03 (July 26, 2016): 1650029. http://dx.doi.org/10.1142/s0219649216500295.

Full text
Abstract:
The organisational structure of hybrid organisations is affected by multiple institutional influences, considering power flows and organisational processes from the public and private sectors. Given this dynamic, the process of knowledge creation presents some particularities. This article aims to understand the specificities of knowledge creation in large hybrid organisations characterized as large structures with multiple institutional influences, based on a case study of a Brazilian organisation — SESC. Data collection was based on four sources: (i) documental research; (ii) questionnaire with evocative phrases; (iii) structured interviews; and (iv) direct observation. The content analysis technique was used to codify and interpret information. The results offer significant contributions for these hybrid organisations, indicating that they need to access how the bureaucratic model inhibits their knowledge creation, while restricting tacit knowledge sharing, causing the lack of sense of urgency and reducing autonomy and creativity.
APA, Harvard, Vancouver, ISO, and other styles
9

Sheaff, Rod, Joyce Halliday, Mark Exworthy, Alex Gibson, Pauline W. Allen, Jonathan Clark, Sheena Asthana, and Russell Mannion. "Repositioning the boundaries between public and private healthcare providers in the English NHS." Journal of Health Organization and Management 33, no. 7/8 (November 7, 2019): 776–90. http://dx.doi.org/10.1108/jhom-12-2018-0355.

Full text
Abstract:
Purpose Neo-liberal “reform” has in many countries shifted services across the boundary between the public and private sector. This policy re-opens the question of what structural and managerial differences, if any, differences of ownership make to healthcare providers. The purpose of this paper is to examine the connections between ownership, organisational structure and managerial regime within an elaboration of Donabedian’s reasoning about organisational structures. Using new data from England, it considers: how do the internal managerial regimes of differently owned healthcare providers differ, or not? In what respects did any such differences arise from differences in ownership or for other reasons? Design/methodology/approach An observational systematic qualitative comparison of differently owned providers was the strongest feasible research design. The authors systematically compared a maximum variety (by ownership) sample of community health services; out-of-hours primary care; and hospital planned orthopaedics and ophthalmology providers (n=12 cases). The framework of comparison was the ownership theory mentioned above. Findings The connection between ownership (on the one hand) and organisation structures and managerial regimes (on the other) differed at different organisational levels. Top-level governance structures diverged by organisational ownership and objectives among the case-study organisations. All the case-study organisations irrespective of ownership had hierarchical, bureaucratic structures and managerial regimes for coordinating everyday service production, but to differing extents. In doctor-owned organisations, the doctors’, but not other occupations’, work was controlled and coordinated in a more-or-less democratic, self-governing ways. Research limitations/implications This study was empirically limited to just one sector in one country, although within that sector the case-study organisations were typical of their kinds. It focussed on formal structures, omitting to varying extents other technologies of power and the differences in care processes and patient experiences within differently owned organisations. Practical implications Type of ownership does appear, overall, to make a difference to at least some important aspects of an organisation’s governance structures and managerial regime. For the broader field of health organisational research, these findings highlight the importance of the owners’ agency in explaining organisational change. The findings also call into question the practice of copying managerial techniques (and “fads”) across the public–private boundary. Originality/value Ownership does make important differences to healthcare providers’ top-level governance structures and accountabilities and to work coordination activity, but with different patterns at different organisational levels. These findings have implications for understanding the legitimacy, governance and accountability of healthcare organisations, the distribution and use power within them, and system-wide policy interventions, for instance to improve care coordination and for the correspondingly required foci of healthcare organisational research.
APA, Harvard, Vancouver, ISO, and other styles
10

Banerjee, Sayan, and Dinesh Srivastava. "Innovation, Organisational Structure, and Culture." International Journal of Civic Engagement and Social Change 4, no. 1 (January 2017): 1–22. http://dx.doi.org/10.4018/ijcesc.2017010101.

Full text
Abstract:
Organizations are fundamentally different from the hierarchical, bureaucratic structures that underlie more traditional organizational theory and research. The paper deals with the fact that culture is omnipotent in shaping the structure of the organisation and structure along with culture is intricately related with the way innovation is managed or implemented in any organisation. This paper is basically a extensive review of papers relating to organisational structure, culture and innovation right from the aspect of how culture shapes structure to how innovation is linked and shaped by both organisational structure and culture. Models by different researchers depicting the relationship between the various aspects of structure culture and innovation are discussed for better understanding.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Organisational structure"

1

Apelt, Christina L. "Organisational change in public organisations." Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/73086/2/Christina_Apelt_Thesis.pdf.

Full text
Abstract:
This research applies a multidimensional model of publicness to the analysis of organisational change and in so doing enriches understanding of the public nature of organisations and how public characteristics facilitate change. Much of the prior literature describes public organisations as bureaucratic, with characteristics that are resistant to change, hierarchical structures that impede information flow, goals that are imposed and scrutinised by political authority and red tape that constrains decision-making. This dissertation instead reports a more complex picture and explains how public characteristics can also work in ways that enable organisational change.
APA, Harvard, Vancouver, ISO, and other styles
2

Story, Thomas Martin, and n/a. "Technology and organisational design." University of Canberra. Management, 1990. http://erl.canberra.edu.au./public/adt-AUC20061109.103618.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Messaris, Annette. "The role of leadership style and organisational structure in organisational effectiveness: a case study." Thesis, Rhodes University, 2015. http://hdl.handle.net/10962/54452.

Full text
Abstract:
This research explores the role leadership style and organisational structure play in organisational effectiveness. Organisational effectiveness is one of the more complex terms to define although essential to understand in order for an organisation to grow and develop. A small to medium wine sales and distribution organisation, its leadership style and organisational structure were chosen as a focus of this case study. Organisational effectiveness in this study is understood by the terms growth and development using the Greiner Theory of Evolution and Revolution (1983). The literature explores the role of leadership style in organisational effectiveness by exploring various theories and focusing on The Full Range Leadership Model by Bass and Avolio (1994). In order to analyse the role of organisational structure in organisational effectiveness, the different forms of organisational structure and the role they have on the organisation’s ability to grow and develop are explored. The primary purpose of this study is to investigate the role leadership style and organisational structure play in organisational effectiveness. A qualitative content analysis paradigm was used with a Case Study method. The data was gathered using structured interviews conducted on all 39 permanent staff members, day to day observation and the Multifactor Leadership Questionnaire (MLQ). The MLQ is used as a supporting tool to verify the leadership findings in the interviews. The data was analysed using NVivo10 and STATISTICA to gain insight into the leadership style and organisational structure of the organisation. The findings reflected that certain themes were repeatedly mentioned in the interviews and the definition of organisational effectiveness: structured leadership, more active leadership, lack of communication, staff motivation, staff training and development and organisational culture. As regards organisational structure, the following themes arose: The need for regular meetings, increased team work and more structured job descriptions. Through the analysis of all the components, leadership style and organisational structure were identified as having a significant role in organisational effectiveness which will be further analysed in this study.
APA, Harvard, Vancouver, ISO, and other styles
4

Grobler, Schalk Willem. "Organisational structure and Elliot Jaques' stratified systems theory." Unisa, 2005. http://hdl.handle.net/10500/146.

Full text
Abstract:
Conduct an exploratory study on operationally focussed managers within a South African company, using both quantitative and qualitative analysis, to determine the correlation between the required and actual levels of complexity and time-span of control at specific hierarchical levels
Organisational design needs to be in line with capabilities of the individual-inrole. The structure of an organization directly impacts the overall effectiveness and ultimately the success of such an organization and the number of layers required in any given hierarchy is a product of the organization’s mission (Jaques, 1989). Stratified Systems Theory (Jaques, 1989) defines work in seven strata based on a basis of decision-making complexity. The research presented here identifies a specific organisation’s current level of work based on complexity and the time-span of decision-making. Research was done in one specific geographical region of a company operating in the Supply Chain and Logistics industry in South Africa. Qualitative data collection was done by means of interviews with a defined sample group that provided an adequate cross-section of the main functions of the business, however, the sampling technique used may not provide results representative of the entire population. ii The Brunel Institute for Organisation and Social Studies’ (BIOSS) Matrix of Working Relationships was used as main basis for reporting results. The research indicates that the organisation is presently, according to Jaques Stratified Systems Theory (Jaques, 1989), operating at one level below their intended level that will allow them to effectively meet their longterm strategic objectives. The report identifies shortcomings in terms of the current capabilities of the individual-in-role and the actual work requirements, setting a foundation for further analysis of individual capabilities for effective organisational design.
Graduate School of Business Leadership
MBL
APA, Harvard, Vancouver, ISO, and other styles
5

Jonathan, Gideon Mekonnen. "Information Technology Alignment : The Role of Organisational Structure." Licentiate thesis, Stockholms universitet, Institutionen för data- och systemvetenskap, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-180803.

Full text
Abstract:
Information technology (IT) alignment studies which focus on conceptual debates have left little room for studies investigating practical issues such as organisational structure. On the other hand, the attention paid to private and commercial organisations has resulted in findings that might not apply to public organisations. To address this gap in the literature, and respond to calls for further research, this study explored the influence of formal and informal organisational structures on IT alignment in a public organisation. This thesis is a compilation of three studies—a systematic literature review and two case studies. The literature review revealed the lack of IT alignment studies in public organisations focusing on organisational structure. The findings of the case studies, conducted in one Swedish municipality, indicate the simultaneous existence of a formal and informal organisational structure which influenced IT alignment. The result of the qualitative case study revealed a centralised formal organisational structure, and three forms of informal organisational structure—interpersonal relationships, cross-departmental relationships, and professional networks—were identified. The findings also seem to indicate that the identified organisational structure forms have influence on IT alignment. The second (i.e. quantitative) case study established the strength of these effects. Among the identified organisational structure forms, cross-departmental relationships were found to have the most substantial influence on IT alignment, particularly on communications, partnership and the dynamic IT scope. The influence of a centralised organisation structure on IT governance was also confirmed.  While the influence of interpersonal relationships on the three dimensions of IT alignment—communications, IT governance and skills development—was established, the influence of professional networks on IT alignment could not be substantiated. This study makes several contributions to research and practice in IT alignment. Although prior studies have investigated the role of different organisational structures in IT alignment, the contribution of this research is that it looked into the influence of both formal and informal organisational structures on IT alignment, simultaneously. The research has also assessed the relative significance of various forms of organisational structure on IT alignment. Leaders and managers in the public sector can make use of the findings of this research to help them identify different organisational structure forms and make the necessary adjustments to improve IT alignment.
Tidigare informationsteknologi (IT)-alignment-studier fokus legat på den konceptuella debatten och inte på studier som undersöker praktiska frågor. En sådan praktisk fråga är vilken påverkan som organisationens struktur har på IT-alignment. Forskningsfokus för IT-alignment-studier legat på privata och kommersiella organisationer och inte offentliga organisationer. För att ta itu med dessa luckor i forskningslitteraturen syftar denna studie till att undersöka formella och informella organisationsstrukturers inflytande på IT-alignment i offentliga organisationer. Avhandlingen är en sammanställning av tre studier - en systematisk litteraturöversikt och två fallstudier. Litteraturöversikten visar på bristen på IT-alignment-studier i offentliga organisationer med fokus på organisationsstruktur. Resultaten från de två fallstudierna i en svensk kommun, tyder på att det samtidigt både finns formella och informella organisationsstrukturer som påverkar IT alignment. Resultatet av den första (kvalitativa) fallstudien visade centraliserad formella organisationsstrukturen samt tre former av informella organisationsstrukturer, nämligen interpersonella relationer, tvärsavdelningsrelationer och professionella nätverk, vilka alla påverkade IT-alignment. Den andra (kvantitativa) fallstudien syftade till att fastställa styrkan i de olika organisationsstrukturformernas påverkan på IT-alignment. Bland de identifierade organisationsstrukturformerna hade den informella organisationsstrukturen tvärsavdelningsrelationer det mest betydande inflytandet på IT-alignment, mer precis kommunikation, partnerskap och den dynamiska IT-räckvidden. Även interpersonella relationer hade inflytande på kommunikation, IT-styrning och kompetensutveckling. Den centraliserade organisationsstrukturens inflytande på IT-styrning bekräftades också, däremot gick det inte att fastställa inflytandet av professionella nätverk. Denna studie ger flera bidrag till forskning och praktik. Även om tidigare studier har undersökt olika organisationsstrukturers inflytande på IT-alignment, så är – så vitt vi vet – detta den första studie som undersökt inverkan från både formella och informella organisationsstrukturer på IT-alignment. Studien ger också empiriskt stöd för den rollen organisationsstruktur spelar för IT-alignment i offentliga organisationer. Ledare inom den offentliga sektorn kan använda sig av resultaten för att identifiera olika organisationsstrukturformer och göra nödvändiga justeringar för att förbättra IT-alignment.
APA, Harvard, Vancouver, ISO, and other styles
6

Cutajar, Beverly. "The impact of organisational culture on the management of employees' talents : the case of Maltese ICT organisations." Thesis, University of Leicester, 2013. http://hdl.handle.net/2381/28229.

Full text
Abstract:
Organisational culture is one key phenomenon that was investigated both in comparative ways as well as an influence on various management mechanisms and systems, in academic and practitioner literature. Talent management is one such mechanism that has attracted debate in practitioner domains, although academic research is lacking. This study investigates the effect of organisational culture on employee talent management, taking the case of Malta based ICT companies. It includes a review of literature about organisational culture and structure, agency and talent management, exploring gaps in literature that call for further research. In addressing one such gap, this study reports the findings established in research conducted among identified stakeholders who are related to the Maltese ICT sector. It presents the views discovered through qualitative interviews among senior and middle management in ICT firms. These views are compared and contrasted against the findings made from a quantitative investigation involving a self-completion survey, in which, 79 managers and 128 employees engaged in ICT firms in Malta participated. The main findings suggest that most organisations do not have a culture built around a clear set of values. Secondly, there is no talent structure based on HR practices that feeds into the business strategy. Thirdly, this research found no evidence of measurement of the return on investment of talent among the Maltese ICT firms participating in this study. These findings support some of the theoretical issues presented in the literature review that show the lack of guiding principles around talent and the impact of organisational culture on the management of talents. The recommendations presented in this study show how organisations can embrace a culture focusing on creating a talent “mindset” for effective talent optimisation that enhances performance and productivity.
APA, Harvard, Vancouver, ISO, and other styles
7

Kemp, Linzi J. "Organisational team : modern and postmodern perspectives of primary health care." Thesis, Manchester Metropolitan University, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.271244.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Gunz, H. P. "The structure of managerial careers : Organisational and individual logics." Thesis, University of Manchester, 1986. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.371910.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Lang, John William. "Strategic flexibility through modularization, technology partnering and organisational structure." Thesis, University of Cambridge, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.624119.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Newnam, Sharon. "Multilevel organisational structure in the management of fleet safety." Thesis, Queensland University of Technology, 2006. https://eprints.qut.edu.au/16316/1/Sharon_Newnam_Thesis.pdf.

Full text
Abstract:
This thesis presents a program of research exploring the multilevel organisational structure of fleet safety management. The aim of this research was to investigate three current fleet safety initiatives, and individual and contextual factors influencing safe driving behaviour in a work vehicle. Three studies were conducted to achieve this aim. This research utilised a sample of employees from a range of Queensland Government agencies.----- Study one evaluated three current fleet safety initiatives within the Queensland Government. From a sample of fleet co-ordinators (N=24) and drivers (N=88), this study established the extent to which specific psychological processes underlying the fleet safety initiatives were adopted, and the attitude change associated with their use. This study found mixed support for the Hypotheses, with the influence of the fleet safety initiatives on fleet co-ordinators' and drivers' attitude change being consistent with processes associated with the persuasive communication framework, and behaviour management. However, the study found no support for the behavioural management processes hypothesised to underlie the incentive scheme (CPP). The findings of the study suggested that while fleet safety initiatives can have an influence on fleet co-ordinator and driver attitude change, their impact depends on the extent to which safety issues are viewed as relevant, and the extent to which there is reinforcement within the organisational environment to support these safety initiatives. Therefore, the findings from this study, combined with existing research into the impact of safety climate, suggest the workplace context needs to be taken into account. For this reason, study two investigated the role of perceptions of the safety climate, in addition to individual attributes, as predictors of self-reported crash involvement.----- Study two applied a framework incorporating driver attributes, including attitudes towards traffic safety and self-efficacy, and drivers' perceptions of the safety climate, as predictors of self-reported crashes in a work vehicle. Within this framework, drivers' perception of the safety climate, and their individual attributes were conceptualised as antecedents of driving performance, and driver safety motivation and knowledge mediated the relationship between these factors and self-reported crashes. A total of 385 drivers participated in this study, which found motivation to drive safely mediated the relationship between driver attributes and self-reported crashes. The initial analysis did not find a significant relationship between safety climate and safety motivation. However, posthoc analyses exploring this non-significant relationship found managerial safety values could be distinguished from other facets of the safety climate construct. Subsequently, the results indicated managerial safety values predicted safety motivation, when drivers perceived a strong safety climate. This study provided a more thorough understanding of the variables predicting driver behaviour at an individual level of analysis. However, a shortcoming is the study did not consider the various influences impacting on drivers' safety perceptions, and individual attributes within the context of the work environment.----- Study three extended on the framework established in study two, and investigated the contribution of leader attributes to the prediction of drivers' safety perceptions, and individual attributes. The leader attribute measures, specifically, perceptions of the safety climate, motivation, knowledge, and work overload were collected from a sample of fleet co-ordinators (N=52) and supervisors (N=88). Through multi-level analyses, both supervisors and fleet co-ordinators were shown to influence the safety perceptions and individual attributes of individuals who drive work vehicles. Support was found for positive relationships between supervisor safety knowledge, and the individual attributes. However, there was a large amount of variation due to group membership unaccounted for by supervisor safety knowledge and the safety performance factors investigated within the supervisor groups. These findings suggested supervisors may not be interacting with drivers in relation to fleet safety matters, but that other factors associated with work group membership are having an impact on drivers' safety perceptions. In comparison, there was a small amount of variation accounted for by fleet co-ordinator group membership. However, the results suggested the fleet co-ordinator leader attributes accounted for a high percentage of this variation in group membership. Support was found for a positive relationship between fleet co-ordinator safety perceptions, and driver safety perceptions. Other results found fleet co-ordinators were engaging in higher workloads to enhance the safety perceptions, and attitudes towards traffic safety of drivers within their groups.----- Overall, these studies establish a multilevel organisational process of effect, whereby individual and leader attributes, and organisational initiatives all play a role in influencing the safety performance of work-related drivers. The results also indicated an unclear structure in the management of fleet safety, as perceived by drivers, and through the roles and responsibilities of supervisors and fleet co-ordinators. The implications of these results for the management of fleet safety are discussed.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Organisational structure"

1

Onwuchekwa, Christian Ike. Organisational structure: Capabilities and responsiveness : dimensions of organisational design. Enugu: Zik-Chuks, 2002.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Great Britain. Department of Trade and Industry. Radiocommunications Division. Licence enquiry points and organisational structure. London: Radiocommunications Division, 1987.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

1920-, Ramanadham V. V., ed. Public enterprise: Studies in organisational structure. London: F. Cass, 1986.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Agency, Radiocommunications. Licence details, enquiry points and organisational structure. London: Radiocommunications Agency, 1992.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Hiura, Atsuko. Japanese managers' anxieties and the organisational structure. Oxford: Oxford Brookes University, 1997.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Matthews, Robin. The organisational matrix: Core businesses and structure. [Kingston upon Thames]: Kingston Business School, Kingston University, 1994.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Agency, Radiocommunications. Licence details, enquiry points and organisational structure. London: Radiocommunications Agency, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Great Britain. Department of Trade and Industry. Radiocommunications Division. Licence details, enquiry points and organisational structure. London: The Division, 1988.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Yoshiko, Kurisaki. Information technology policies: Organisational structure in member countries. Paris: Organisation for Economic Co-operation and Development, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Paul, Brindley, O'Brien John, Institute for Public Policy Research., KPMG Management Consulting, and City of London Corporation, eds. The Greater London Authority: Principles and organisational structure. [London]: Corporation of London, 1997.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Organisational structure"

1

Davis, Steven I. "Organisational Structure." In Excellence in Banking, 65–73. London: Palgrave Macmillan UK, 1985. http://dx.doi.org/10.1007/978-1-349-07912-4_6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

McGrath, Paul. "Organisational structure." In Organisational Behaviour, 257–83. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1057/978-1-137-42945-2_11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Junsheng, Liu. "Organisational Structure." In The Routledge Handbook of the Belt and Road, 146–51. 2nd ed. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003286202-29.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Junsheng, Liu. "Organisational structure." In Routledge Handbook of the Belt and Road, 136–41. Abingdon, Oxon ; New York, NY : Routledge, 2019. | Series: Routledge international handbooks: Routledge, 2019. http://dx.doi.org/10.4324/9780429203039-25.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Kavčič, Bogdan, and Marjana Merkač. "Organisational Structure and Gender." In Gendering Elites, 131–40. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1007/978-1-349-62882-7_11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Meldrum, Mike, and Malcolm McDonald. "Organisational Structure and Marketing." In Key Marketing Concepts, 237–42. London: Macmillan Education UK, 1995. http://dx.doi.org/10.1007/978-1-349-13877-7_44.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Macdonald, Ian, Catherine Burke, and Karl Stewart. "Organisational Structure and Authorities." In Systems Leadership, 121–36. Second edition. | Abingdon, Oxon; New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315178486-10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Kono, Toyohiro, and Stewart Clegg. "Organisational Structure and Processes." In Trends in Japanese Management, 219–50. London: Palgrave Macmillan UK, 2001. http://dx.doi.org/10.1057/9780333993897_9.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Pettinger, Richard. "Organisation structure and design." In Introduction to Organisational Behaviour, 438–67. London: Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24683-0_16.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Nove, Alec, and Desmond Donnelly. "Organisational Structure of the Sverdlovsk Sovnarkhoz." In Trade with Communist Countries, 87. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003243328-11.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Organisational structure"

1

"Conference Organisational Structure." In 4th International Symposium on Voronoi Diagrams in Science and Engineering (ISVD 2007). IEEE, 2007. http://dx.doi.org/10.1109/isvd.2007.11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Dolzhenko, Ruslan. "Internal crowdsourcing as an instrument of personnel involvement." In Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.064.

Full text
Abstract:
Purpose – in the study the opportunities to utilise crowdsourcing as an instrument of personnel involvement are considered. The essence of personnel engagement is analysed; the terms “personnel engagement” and “personnel involvement” are compared. Research methodology – the case study of JSC “Sberbank”, the first Russian company that implemented internal crowdsourcing in its activity, is provided. Research limitations – the paper considers the case of a large financial company; it is impossible to conclude the applicability of technology in other cases. However, this experience can be recreated by almost any organisation that embraces thousands of workers in its structure Findings – personnel involvement is understood as a set of measures that forms employeesʼ abiding interest in solving organisational problems and an increased emotional attachment to the organisationʼs aims and values. The essence of crowdsourcing is defined, its implementation scheme is described, and the classification of crowdsourcing projects is developed. The authors highlight the advantages of the use of internal crowdsourcing, i.e. implemented through the efforts of the companyʼs staff, for the employees and the organisation itself. Practical implications – examples of the application of this technology for resolving organisational issues and involving personnel are offered. Originality/Value – the article studied the potential of using crowdsourcing in solving business issues.
APA, Harvard, Vancouver, ISO, and other styles
3

Paul Kawalek, John. "Pedagogy and Process in 'Organisational Problem-Solving'." In InSITE 2006: Informing Science + IT Education Conference. Informing Science Institute, 2006. http://dx.doi.org/10.28945/2984.

Full text
Abstract:
This paper outlines a case study in which a management development learning process was tightly coupled to organisational change and development objectives. The case discusses how a research and consulting team came together to develop highly reflexive pedagogy to support the work of internal managers who were organised into teams (‘learning sets’ of sorts, but which came to be known as 'ThinkTanks'). These were to undertake ‘organisational problem solving’, which involved the integration of various inquiring activities. These learning sets had as their objective, to help members become catalysts of organisational change and performance improvement within a large organisation, applying the inquiring principles. In order to structure the discourse amongst learning set members, a range of principles and constructs were used. Central to these was a form of process modelling, (termed ‘models of teleological human process’). These were carefully introduced to learning set members, and were used to provide a ‘basis for a discourse’ amongst set members about problematic organisational processes and how to change them. These were based on system theory, in a particular form, in which models were used as a component of inquiry into current and future processes, rather than to 'specify' a given process, in an absolute sense. The inquiring activities were facilitated by 'Set Advisers', whose role it was to keep the set focused on learning outcomes, and to encourage critical reflexivity in the process. Thus members were encouraged to 'think about the way they were thinking about action', which gave a much more dynamic intellectual basis for the learning set's activities. It also enabled a rich analytical discourse, in which members were expected to justify their perceptions rather than make assertions, or 'defend assertions'. The researchers were genuinely surprised by the way the set members were able to undertake this, and indeed, on reflection, how set members felt 'liberated' by the approach taken.
APA, Harvard, Vancouver, ISO, and other styles
4

NANAYAKKARA, N. B., Y. G. SANDANAYAKE, and B. J. EKANAYAKE. "AN INVESTIGATION ON CORPORATE SOCIAL RESPONSIBILITY OF CONSTRUCTION ORGANISATIONS IN DISASTER IN SRI LANKA." In 13th International Research Conference - FARU 2020. Faculty of Architecture Research Unit (FARU), University of Moratuwa, 2020. http://dx.doi.org/10.31705/faru.2020.22.

Full text
Abstract:
Corporate Social Responsibility (CSR) is a concept, which is broadly determined as ensuring the efficacy of the organisation in integrating social and environmental considerations into organisational operations. In Sri Lankan context, a great enthusiasm can be seen among organisations to engage in CSR initiatives. Having considered the importance and impact, the study aims to investigate the importance of CSR initiatives by construction organisations in disasters in Sri Lanka. Thus, a mixed method research approach was followed as the methodology of this study. Findings are based on semi-structured interviews held with construction industry professionals. Findings of this study revealed that the implementation of CSR initiatives is more important during a disaster situation in the aspects of both affected party and aiding party. Moreover, construction organisations implement CSR during disaster situations by considering it as a mandatory responsibility of an organisation. Further, most of the construction organisations engage in CSR implementation during natural disaster situations. In practice all the construction organisations tend to engage in reactive initiatives. More importantly, it is revealed that both the organisational work force and society are benefitted through CSR implementation in disaster situations.
APA, Harvard, Vancouver, ISO, and other styles
5

SKAČKAUSKIENĖ, Ilona, and Jurga VESTERTĖ. "SERVICE MODULARISATION COMPATIBILITY TO ORGANISATIONAL OBJECTIVES." In International Scientific Conference „Contemporary Issues in Business, Management and Economics Engineering". Vilnius Gediminas Technical University, 2021. http://dx.doi.org/10.3846/cibmee.2021.583.

Full text
Abstract:
Purpose – the article aims to explore how service modularisation objectives are compatible with organisa- tional objectives. Research methodology – the paper is a part of continuous research. It takes a conceptual approach and integrates rele- vant literature to develop a framework on the potential avenues to create a decision-support tool that assists in service modularity planning. The research proceeds with evidence from the peer-reviewed literature. The relevant literature was identified through “pearl growing” and citation chasing techniques using the assembled body of topic literature from authors’ previous research and employing the related keywords for filtering. Findings – the previous literature is silent on establishing objectives for service modularisation with the consideration of what a provider will achieve by engaging in this. The paper addresses this gap and discovers how antecedents of service modularisation transform into organisational objectives. Research limitations – although bibliographic research methods are limited, they enable the analysis and identification of structure within the research. Such analysis has implications by suggesting future directions in investigating how modularity approach can be used in the service context and how it can be applied in practice more actively. Practical implications – the findings provide potentially vital information to service organisation managers and allow better understand how service modularisation would benefit performance results in gaining service competitiveness. Originality/Value – the study contributes to the discourse on service modularity planning and provides a basis for comprehension of service modularisation merit when pursuing competitiveness.
APA, Harvard, Vancouver, ISO, and other styles
6

Rauf, Fatimah Hanim Abdul. "Individual Factors, Work-Family Conflict And Organisational Structure Towards Malaysian Women Career Progress." In IEBMC 2017 – 8th International Economics and Business Management Conference. Cognitive-Crcs, 2018. http://dx.doi.org/10.15405/epsbs.2018.07.02.12.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Flynn, Damian. "Building a better model A novel approach for mapping organisational and functional structure." In 2015 9th Annual IEEE International Systems Conference (SysCon). IEEE, 2015. http://dx.doi.org/10.1109/syscon.2015.7116761.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Abumandil, Mohanad. "The Moderating Effect of Organisational Structure on Information Quality and Decision-Making Effectiveness Link." In ISSC 2016 International Conference on Soft Science. Cognitive-crcs, 2016. http://dx.doi.org/10.15405/epsbs.2016.08.75.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Čarapić, Anđelka, Mladen Čudanov, and Ondrej Jaško. "Comparative Analysis of Waterfall and Agile Approach to Organisation in the Star Model Context." In 27th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2022. http://dx.doi.org/10.46541/978-86-7233-406-7_260.

Full text
Abstract:
This article presents a comparative analysis of agile in relation to traditional approaches in the organisation of software systems development, shows the differences through the elements of the organisational system (strategy, structure, processes, values, human resources, reward system, etc.) using the STAR organisation model. Further, the goal is to present theoretical views in the context of a project that aims to establish an identity and data access management system. Our empirical insights come from the development team task management in the Jira software solution for supporting software development. The result of the research is presented in the form of a comparative analysis based on the search for optimal software development method approach during an identity management project. This paper can contribute to deciding in which situations teams can consider to apply Waterfall, and in which agile approaches for the development of software systems.
APA, Harvard, Vancouver, ISO, and other styles
10

Keleher, Patrick, and Elizabeth Taylor. "The Matrix: Successes in Adopting a Matrix Organisational Structure where Line Supervisors are Lynchpin Carers." In Proceedings. Frontiers in Education. 36th Annual Conference. IEEE, 2006. http://dx.doi.org/10.1109/fie.2006.322744.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Organisational structure"

1

Lam, Terence, and Keith Gale. Construction frameworks in the public sector: Do they deliver what they promise? Property Research Trust, November 2021. http://dx.doi.org/10.52915/sbuk7331.

Full text
Abstract:
We demonstrate that the use of Performance Frameworks for the procurement of construction projects by public sector organizations in the UK (specifically, in England) leads to significantly improved outcomes in terms of time, cost, quality, sustainability and closer relationships, than the traditional ‘open tender’ approach of procuring discrete projects, individually. We identify the factors that lead to such improvements. We label these: supplier’s task performance factors (project staff, execution approach, competence of firm and structure of firm); supplier’s contextual performance factors (trust and collaboration, culture and conscious behaviour); and client’s organisational factors (incentives, performance monitoring, procurement approach and communication). And we offer a performance improvement model that will help project managers to select the most appropriate suppliers at the procurement phase, to achieve successful project outcomes. The model can also be used to drive project performance further, by adopting client’s organisational factors during the procurement and construction phases. By applying the research conclusions, suppliers will be able to focus on communicating their strengths in the relevant aspects of task and contextual performance for technical tender proposals, and so increase the value of their services and the probabilities of winning work. And the analysis can be used by policy makers to help in drafting regulations and legislation on formal frameworks, in ways that will improve the delivery of policy objectives.
APA, Harvard, Vancouver, ISO, and other styles
2

Weyher, Christina, ed. Living Reviews - Innovative Resources for Scholarly Communication briding diverse spheres of disciplines and organisational structures. Vienna: self, 2012. http://dx.doi.org/10.1553/ita-pa-mn_06_2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Peñaloza, Blanca. Do external inspections of compliance with standards improve quality of care in healthcare organisations? SUPPORT, 2016. http://dx.doi.org/10.30846/161111.

Full text
Abstract:
External inspection systems are used in healthcare to improve adherence to quality standards. They are intended to promote changes in organizational structures or processes, in healthcare provider behavior and consequently in patient outcomes.
APA, Harvard, Vancouver, ISO, and other styles
4

Jore Ali, Aisha, Javier Fuenzalida, Margarita Gómez, and Martin Williams. FOUR LENSES ON PEOPLE MANAGEMENT IN THE PUBLIC SECTOR. People in Government Lab, May 2021. http://dx.doi.org/10.35489/bsg-peoplegov-wp_2021/001.

Full text
Abstract:
We review the literature on people management and performance in organisations across a range of disciplines, identifying aspects of management where there is clear evidence about what works as well as aspects where the evidence is mixed or does not yet exist. We organise our discussion by four lenses, or levels of analysis, through which people management can be viewed: (i) individual extrinsic, intrinsic, and psychological factors; (ii) organisational people management, operational management, and culture; (iii) team mechanisms, composition and structural features; and (iv) relationships, including networks, leadership, and individuals’ relationships to their job and tasks. Each of these four lenses corresponds not only to a body of literature but also to a set of management tools and approaches to improving public employees’ performance; articulating the connections across these perspectives is an essential frontier for research. We find that existing people management evidence and practice have overemphasised formal management tools and financial motivations at the expense of understanding how to leverage a broader range of motivations, build organisational culture, and use informal and relational management practices. We suggest that foregrounding the role of relationships in linking people and performance – relational public management – may prove a fertile and interdisciplinary frontier for research and practices.
APA, Harvard, Vancouver, ISO, and other styles
5

Avis, William. Funding Mechanisms to Local CSOs. Institute of Development Studies, May 2022. http://dx.doi.org/10.19088/k4d.2022.089.

Full text
Abstract:
Civil society can be broadly defined as the area outside the family, market and state. As such, civil society encompasses a spectrum of actors with a wide range of purposes, constituencies, structures, degrees of organisation, functions, size, resource levels, cultural contexts, ideologies, membership, geographical coverage, strategies and approaches.This rapid literature review collates available literature on funding mechanisms and barriers to local CSOs gaining access to funding and the extent to which funding leads towards organisational development and sustainability. Broadly, it is asserted that in terms of funding, local CSOs often struggle to secure funding equivalent to that of INGOs and their local representatives. Kleibl & Munck (2017) reflect that indigenous non-state actors do not receive large shares of development funding. For example, only 10% of the total funding for US-funded health projects in Uganda was allocated to indigenous non-state actors.Given the diversity of CSOs and the variety of contexts, sectors they work in and the services they supply, it is challenging to summarise funding mechanisms available to local CSOs and the barriers to accessing these. Recent analyses of CSO funding report that while the total CSO funding in many contexts has continued to increase in absolute terms since 2015, its relative importance (as a share of total Overseas Development Assistance) has been decreasing (Verbrugge and Huyse, 2018). They continued that ODA funding channelled through CSOs (i.e., funding that is programmed by the donor government) remains far more important in volumes than ODA channelled directly to CSOs (which is programmed by CSOs themselves).The literature identifies three principal mechanisms by which donors provide financial support to civil society actors: a) Direct support to individual or umbrella organisations; b) Via Southern government; c) Via Intermediaries – largely Northern NGOs.
APA, Harvard, Vancouver, ISO, and other styles
6

Opiyo, Newton. What are the effects of interventions to improve the use of systematic reviews in decision-making by health system managers, policy makers, or clinicians? SUPPORT, 2017. http://dx.doi.org/10.30846/170112.

Full text
Abstract:
A number of interventions aiming to increase the use of systematic review evidence in decision making are currently in use. These include summaries of systematic reviews designed to improve the accessibility of the findings (“information products”) and changes to organisational structures, such as employing specialist groups to synthesise evidence in order to inform local decision making.
APA, Harvard, Vancouver, ISO, and other styles
7

Brown, Dustin, Jitinder Kohli, and Samantha Mignotte. TOOLS AT THE CENTRE OF GOVERNMENT:RESEARCH AND PRACTITIONERS' INSIGHTS. People in Government Lab, September 2021. http://dx.doi.org/10.35489/bsg-peoplegov-ri_2021/002.

Full text
Abstract:
In this paper, the authors look at how the 'centre of government' (defined as "the people and organisations that support the head of government as the ‘guardians of overall strategic direction of government’, which often includes the president’s or prime minister’s offices as well as Cabinet, budget offices, etc") can add value from their position and with the tools available to them. The COVID-19 pandemic has highlighted the critical role not just of government generally, but in particular the essential role the centre of government must play to coordinate, communicate with the public, and navigate new problems that no longer respect the organisational boundaries we have created over time. More generally, the problems that governments need to solve are increasingly complex and horizontal, yet government is organised by vertical institutions and hierarchies. Whether handed down as a special assignment by a political leader or self-driven as part of their role, staff in the centre of government are responsible for driving forward progress on the government’s top priorities. With easy access to senior government leaders, but relatively small budgets and staff, the centre of government has a very different set of tools than other agencies. The authors present ten tools across four clusters that centres of governments can deploy: Cluster 1 tools – Planning from the centre: defining success and setting up agencies to improve Cluster 2 tools – Governing from the centre: creating structures to drive improvements Cluster 3 tools – Improving implementation from the centre: creating routines and driving change Cluster 4 tools – Improving service delivery from the centre: supporting and offering provision of cross-cutting services The tools presented focus on specific actions that the centre of government can take to drive a priority area for a leader. They go beyond the traditional areas of responsibility that are more well known that inherently sit with the centre of government.
APA, Harvard, Vancouver, ISO, and other styles
8

Hwa, Yue-Yi, and Lant Pritchett. Teacher Careers in Education Systems That Are Coherent for Learning: Choose and Curate Toward Commitment to Capable and Committed Teachers (5Cs). Research on Improving Systems of Education (RISE), December 2021. http://dx.doi.org/10.35489/bsg-rise-misc_2021/02.

Full text
Abstract:
How can education authorities and organisations develop empowered, highly respected, strongly performance-normed, contextually embedded teaching professionals who cultivate student learning? This challenge is particularly acute in many low- and middle-income education systems that have successfully expanded school enrolment but struggle to help children master even the basics of reading, writing, and arithmetic. In this primer, we synthesise research from a wide range of academic disciplines and country contexts, and we propose a set of principles for guiding the journey toward an empowered, effective teaching profession. We call these principles the 5Cs: choose and curate toward commitment to capable and committed teachers. These principles are rooted in the fact that teachers and their career structures are embedded in multi-level, multi-component systems that interact in complex ways. We also outline five premises for practice, each highlighting an area in which education authorities and organisations can change the typical status quo approach in order to apply the 5Cs and realise the vision of empowered teaching profession.
APA, Harvard, Vancouver, ISO, and other styles
9

Werny, Rafaela, Marie Reich, Miranda Leontowitsch, and Frank Oswald. EQualCare Policy Report Germany : Alone but connected? Digital (in)equalities in care work and generational relationships among older people living alone. Frankfurter Forum für interdisziplinäre Alternsforschung, Goethe-Universität Frankfurt am Main, October 2022. http://dx.doi.org/10.21248/gups.69905.

Full text
Abstract:
The policy review is part of the project EQualCare: Alone but connected? Digital (in)equalities in care work and generational relationships among older people living alone, a three-year international project involving four countries: Finland, Germany, Latvia and Sweden. EQualCare interrogates inequalities by gender, cultural and socio-economic background between countries, with their different demographics and policy backgrounds. As a first step into empirical analysis, the policy review aims to set the stage for a better understanding of, and policy development on, the intersections of digitalisation with intergenerational care work and care relationships of older people living alone in Germany. The policy review follows a critical approach, in which the problems policy documents address are not considered objective entities, but rather discursively produced knowledge that renders visible some parts of the problem which is to be solved as other possible perspectives are simultaneously excluded. Twenty publicly available documents were studied to analyse the processes in which definitions of care work and digital (in)equalities are circulated, translated and negotiated between the different levels of national government, regional governments and municipalities as well as other agencies in Germany. The policy review consists of two parts: a background chapter providing information on the social structure of Germany, including the historical development of Germany after the Second World War, its political structure, information on the demographic situation with a focus on the 60+ age group, and the income of this age group. In addition, the background presents the structure of work and welfare, the organisation of care for old people, and the state of digitalisation in Germany. The analysis chapter includes a description of the method used as well as an overview of the documents chosen and analysed. The focus of this chapter is on the analysis of official documents that deal with the interplay of living alone in old age, care, and digitalisation. The analysis identified four themes: firstly, ageing is framed largely as a challenge to society, whereas digitalisation is framed as a potential way to tackle social challenges, such as an ageing society. Secondly, challenges of ageing, such as need of care, are set at the individual level, requiring people to organise their care within their own families and immediate social networks, with state support following a principle of subsidiarity. Thirdly, voluntary peer support provides the basis for addressing digital support needs and strategies. Publications by lobby organisations highlight the important work done by voluntary peer support for digital training and the benefits this approach has; they also draw attention to the over-reliance on this form of unpaid support and call for an increase in professional support in ensuring all older people are supported in digital life. Fourthly, ageing as a hinderance to participation in digital life is seen as an interim challenge among younger old people already online.
APA, Harvard, Vancouver, ISO, and other styles
10

Lee, Minsoo, Joon-Kyung Kim, Myung Ho Park, Longyun Peng, Tetsuji Okazaki, and Susumu Ishii. Developing Modernization Indicators for the People’s Republic of China: Key Considerations and a Proposed Framework. Asian Development Bank, December 2020. http://dx.doi.org/10.22617/wps200417-2.

Full text
Abstract:
The People’s Republic of China (PRC) is in the process of modernization, which it expects to achieve by 2035. This requires a national indicator to gauge the progress and level of the country’s modernization drive. This working paper provides an indicator that assesses the progress in the PRC’s modernization journey, and applies this modernization indicator—structured on thematic categories, subcategories, and intersection—to the PRC’s performance, which is then compared with countries of the Organisation for Economic Co-operation and Development and the G20. The paper also examines four major policy implications of this modernization for the PRC, which will be more durable and successful if coupled with effective division of labor and synergy with stakeholders.
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Organisational structure' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography