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Journal articles on the topic 'Organizational and managerial structure'
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1
Legerer, Paul, Thomas Pfeiffer, Georg Schneider, and Joachim Wagner. "Organizational Structure and Managerial Decisions." International Journal of the Economics of Business 16, no. 2 (July 2009): 147–59. http://dx.doi.org/10.1080/13571510902917483.
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Verle, Karmen, Mirko Markič, Borut Kodrič, and Annmarie Gorenc Zoran. "Managerial competencies and organizational structures." Industrial Management & Data Systems 114, no. 6 (June 3, 2014): 922–35. http://dx.doi.org/10.1108/imds-01-2014-0019.
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Purpose – The purpose of this paper is to determine whether there is a relationship among leadership, action, social, and personal competencies of managers in modern organizational structure types and whether a relationship exists between a company's organizational structure and performance. Design/methodology/approach – A questionnaire was carried out among top managers in Slovene mid- and large-sized companies. The relationship among managerial competencies, the choice of organizational structure type and the company effectiveness were measured with a value-added approach. The method of structural models was used for establishing the affect among individual variables. Findings – The results support the hypothesized effect of managerial competencies on a company's organizational structure type. The effect of a modern, horizontal organizational structure on a company's performance and growth on the market facilitates the achievement of higher value added as well as has a direct impact of managerial competencies on a company's performance. Research limitations/implications – The study was limited to mid- and large-sized companies in Slovenia. Only top managers were included in the study as they are the ones that are responsible and have the largest influence in creating a company's organizational structure. Practical implications – The paper includes implications to those organizations in the process of restructuring and for those companies that are prepared to modify traditional principles of management participation. Originality/value – To the authors knowledge no research studies were found that examined the affect and relation of top management competencies with respect to different organizational structures.
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Denis, David J., and Diane K. Denis. "Managerial discretion, organizational structure, and corporate performance." Journal of Accounting and Economics 16, no. 1-3 (January 1993): 209–36. http://dx.doi.org/10.1016/0165-4101(93)90011-4.
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Sandhu, Sukhbir, and Carol T. Kulik. "Shaping and Being Shaped: How Organizational Structure and Managerial Discretion Co-evolve in New Managerial Roles." Administrative Science Quarterly 64, no. 3 (May 16, 2018): 619–58. http://dx.doi.org/10.1177/0001839218778018.
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As new roles emerge in organizations, it becomes critical to understand how organizational structure can impede or enable the managerial discretion available to role incumbents. We leverage the rich context provided by the emergent role of sustainability managers to examine the interplay between the top-down forces of structure and the bottom-up influences of managerial discretion in shaping new organizational roles over time. We analyzed qualitative data collected from in-depth interviews with sustainability managers in 21 case study organizations in India and Australia, supplemented with archival and observational data. We identified three organizational configurations, with varying levels of top-down structural and bottom-up managerial discretion dynamics at play. Each configuration had different implications for the manager’s role. Our analysis suggests that the third configuration—with semi-structured formalization and a decentralized sustainability program—provided the most conducive conditions for managers to use their discretion to champion innovative sustainability initiatives. New managerial roles in the other configurations, however, do not have to be static. With the maturation of organizational programs and active championing by managers, the structuring of organizational functions and managerial roles can co-evolve. Our findings describe a process of “shaping and being shaped,” as structure and managerial discretion co-evolve over time.
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Damanpour, Fariborz, and Deepa Aravind. "Managerial Innovation: Conceptions, Processes and Antecedents." Management and Organization Review 8, no. 2 (July 2012): 423–54. http://dx.doi.org/10.1111/j.1740-8784.2011.00233.x.
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The expansive research on innovation in organizations has primarily followed a technological imperative, postulating that organizations organize their innovation efforts through research and development (R&D) activities. Theories of innovation are thus shaped mosdy from the studies of technology-based innovations in the manufacturing sector, yet are applied in all contexts. This article advocates research on managerial innovations - new approaches to devise strategy and structure of tasks and units, modify the organization's management processes and administrative systems, motivate and reward organizational members, and enable organizational adaptation and change. We examine the conceptual development, generation and adoption processes, antecedents, and influences of managerial innovation on organizational conduct. By increasing an understanding of managerial innovation, this article aims to complement existing theories of innovation derived from the studies of technological innovations and thus help extend and advance theory and research on innovation process and outcome in organizations.
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Huynh, Quang Linh. "Factors influential to the acceptance of managerial accounting tools in Tra Vinh’s small and medium enterprises." Accounting 8, no. 1 (2022): 75–80. http://dx.doi.org/10.5267/j.ac.2021.6.004.
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Managerial accounting tools are vital controlling techniques to businesses. Nevertheless, the acceptance of managerial accounting tools in business might challenge directors in Tra Vinh’s business environment. The current research employed multiple regression analyses to investigate the influence of the acceptance of managerial accounting tools in Tra Vinh’s enterprises. The empirical findings demonstrate the usefulness of managerial accounting tools, environmental uncertainty, the structure of corporate governance, organizational interdependence and organizational size have positive impacts on the acceptance of managerial accounting tools in business. The structure of corporate governance and the usefulness of managerial accounting tools are the two strongest factors determining the acceptance of managerial accounting tools in business. The current research will help directors in Tra Vinh’s enterprises establish efficient managerial accounting tools in business that are suitable to the usefulness of managerial accounting tools, environmental uncertainty, the structure of corporate governance, organizational interdependence, and organizational size, so that they can gain the best possible effectiveness.
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Gunz, Hugh. "Organizational Logics of Managerial Careers." Organization Studies 9, no. 4 (October 1988): 529–54. http://dx.doi.org/10.1177/017084068800900405.
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A theoretical model of managerial careers is presented which links two organizational characteristics (structure and growth) to the pattern of managerial careers within an organization. Different combinations of these characteristics give rise to different organizational career logics (OCLs), which are the rationalities an observer imputes to the pattern of work role transitions within a firm. Each OCL is associated with its own distinctive pattern of work role transition, and a framework for classifying these transitions is described which allows the differences to be made manifest. Three ideal-type OCLs are described, and the perspective is illustrated by reference to work role transition patterns in four large British manufacturing firms. Additional sources of variance are discussed: some are predicted by the OCL perspective and some arise as the result of choices made by individual managers within the overall framework of their firm's OCL. A simple two-dimensional model of individual choice is presented. Each OCL and its associated pattern of transitions is also likely to develop different skills and expertise in its managers; the paper concludes by discussing what these different forms of expertise might be.
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Hendra, Sutan Adil, Syamsurijal Tan, Tona Aurora Lubis, and M. Syurya Hidayat. "Organizational performance in BAPAREKRAF Indonesia." Jurnal Perspektif Pembiayaan dan Pembangunan Daerah 8, no. 5 (December 31, 2020): 509–22. http://dx.doi.org/10.22437/ppd.v8i5.11017.
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This study aims to analyze the factors that influence the organizational performance of BAPAREKRAF (The Ministry of Tourism and Creative Economic). BAPAREKRAF is the spearhead of a government agency for developing Indonesia's creative economy. This study's respondents are whole civil servants and civil servant candidates in BAPAREKRAF, in 194 respondents. This research shows that transformational leadership, organizational culture, managerial competence, organizational structure, and organizational trust affect organizational performance, but transactional leadership does not affect organizational performance. Besides that, transformational leadership, organizational culture, organizational structure affect organizational trust, but transactional leadership and managerial competence do not affect organizational trust. Furthermore, transformational leadership, transactional leadership, organizational culture, and organizational structure can be mediated by the trust in organizational performance. However, managerial cannot be mediated by trust in BAPAREKRAF's performance in realizing.
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Lee, Anita, Chun Hung Cheng, and Gurmeet S. Chadha. "Synergism between Information Technology and Organizational Structure: A Managerial Perspective." Journal of Information Technology 10, no. 1 (March 1995): 37–43. http://dx.doi.org/10.1177/026839629501000105.
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This paper presents a hybrid organizational structure chosen by a corporation as a means to combine the benefits of centralization and decentralization. The hybrid structure is the result of a restructuring effort by a coal company in Kentucky under the directive of its parent corporation to ensure maximum resource utilization within a more streamlined organizational structure. Through an observation of the restructuring process, we are able to demonstrate how and why it is important for top-level managers to understand and make the best use of the intricate synergism between information technology and organizational structure. The strategic implications of a hybrid structure and the roles of information technology in organizational changes are explored. We argue that a hybrid structure is a viable and strategically valuable structural alternative, especially for highly diversified conglomerates that grow through mergers and acquisitions of other companies.
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Kushnir, Valentyna. "STRUCTURE OF MANAGERIAL COMPETENCE OF FUTURE MASTERS OF PRESCHOOL EDUCATION." Psychological and Pedagogical Problems of Modern School, no. 1(5) (May 27, 2021): 169–75. http://dx.doi.org/10.31499/2706-6258.1(5).2021.235984.
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The quality of preschool education is directly dependent on the professional level of teachers. Educational programs of the master’s level of higher education, in the specialty 012 preschool education, provide an opportunity to acquire professional competencies of preschool education specialists, including managerial ones.The managerial competence of the future master of preschool education is considered as a complex integral personal-professional characteristic, which is manifested in knowledge, aspiration, readiness and ability to professionally perform organizational and managerial functions in ZDO, effectively solve complex professional problems.The main components of managerial competence are the following: cognitive (complex of managerial knowledge and understanding of the essence of administrative activity in the field of vocational education), motivational and value (set of values and motives of administrative activity), communicative (set of professional-personal qualities and communicative skills) and organizational-activity management skills and skills of practical solution of complex management tasks).Considering the system of indicators as an ideal model of the studied personal and professional characteristics of the future master of preschool education, with which the real phenomenon is compared and the degree of conformity of the sample is established. The main function of the allocation of indicators of the formation of managerial competence ‒ is to assess the degree of realization of the goal and diagnosis of deviations of the properties of the object from the accepted sample.The articles define the structure and variable characteristics of the indicators of the formation of managerial competence of the future kindergarten specialist.
Keywords: managerial competence of the future master of preschool education, cognitive, motivational and value, communicative, organizational-activity components of managerial competence, master of preschool education.
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Elekes, Edit. "The managerial aspect of the police’s organizational development." Acta Agraria Debreceniensis, no. 58 (April 8, 2014): 57–62. http://dx.doi.org/10.34101/actaagrar/58/1972.
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During my research, I have studied the relationships of the organizational development and the managerial functions at a specific governmental agency, the police. The police carry out official activities, but also provide a service which essentially assumes two types of contact systems and modes of management. To meet the demands of the citizens and to ensure the effectiveness of the organization, it is necessary to develop the managerial methods applied at the police, on the one hand, and to use certain parts of the organizational development, on the other hand.
The police organization has changed significantly after the integration of the Police and Border Guards. The complexity of the structure and the anomalies in the work load, as well as several researches conducted by myself directed my attention to elaborate an organizational development method that can be applied to the current organization, while it improves the operation of the organization.
The police’s operation and its organizational structure are determined by the laws, thus changing the structure of the organization is placed within relatively narrow limits. The police managers have the soft parts such as human resource development, skills, and management style at their disposal to develop the organization, but their use is isolated and they are not for a long term. The present article aims to present the set-up model related to the organizational development of the police, elaborated by myself, in terms of the leadership and the management styles, whose long-term use may contribute to the efficiency of the operation.
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Lee, Anita, Chun Hung Cheng, and Gurmeet S. Chadha. "Synergism between information technology and organizational structure: a managerial perspective." Journal of Information Technology 10, no. 1 (March 1995): 37–43. http://dx.doi.org/10.1057/jit.1995.5.
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Tsetsekos, George. "Managerial Decisions, Internal Organization Structure, And Agency Considerations." Journal of Applied Business Research (JABR) 4, no. 4 (October 26, 2011): 66. http://dx.doi.org/10.19030/jabr.v4i4.6394.
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This paper deals with issues related to productive inefficiencies that occur at a divisional level of a multinational firm. More specifically, the paper introduces an additional consideration in the agency relationship, namely, the internal organization structure. It is argued that the internal organization structure imposes restrictions on the behavior of divisional managers resulting in financial decisions characterized by short-term orientation and risk aversion. These suboptimal financial decisions generate organizational costs, called managerial regulatory costs, which should be distinguished from agency-type costs.
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Mikhalkina, Elena V., Oleg I. Kit, Yuri A. Fomenko, and Daria A. Mikhalkina. "Organizational and Managerial Support of the Cancer Service Activities of the Southern Federal District in the Context of Organizational Culture." Journal of Economic Regulation 12, no. 1 (March 30, 2021): 023–36. http://dx.doi.org/10.17835/2078-5429.2021.12.1.023-036.
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The article represents the results of the practice development and implementation of organizational and managerial support for the activities of the Southern Federal District oncological service in modern conditions, dictated by the increasing pace of diagnostic support technologization, maintenance, quality control, as well as informatization and digitalization of the main management processes. In addition, the behavioral economics, the economy of rationality, adaptability and identity are methodological basic structure in this field of organizational and managerial design. The norms and methodological principles reflected in behavioral economics, the economics of rationality, adaptability, and identity are fully represented in such managerial areas of knowledge as organizational culture and organizational behavior. Therefore, the practice description of the implementing organizational and managerial support for any activity through the justification of the organizational culture elements and norms allows us to systematically present the entire complex of interrelated content areas. The empirical analysis of organizational and managerial support activity is carried out on the example of the National Medical Research Center of Oncology (FSBI "NMRC of Oncology" Ministry of Health of the Russian Federation). The research confirmed the initial hypothesis that an effectively organized system of organizational and managerial support activities within the framework of the organizational culture norms ensures a high level of employees involvement at all levels in achieving performance indicators.
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Leontyeva, M. V. "Innovative management style as an organizational and managerial component of modern entrepreneurship." Вестник гражданских инженеров 17, no. 5 (2020): 216–22. http://dx.doi.org/10.23968/1999-5571-2020-17-5-216-222.
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The article examines the innovative style of management as an organizational and managerial component of entrepreneurship, whereby entrepreneurship itself is structured in three key areas, namely, personal, economic, and organizational-managerial ones. Based on this structure and analyzing the current situation, various management styles are considered in the context of existing leadership theories, their impact on the entrepreneurial activity of organizations, and an interpretation of the innovative management style is given. Based on practical experience, the possibility of applying the principles of work within the framework of the «Teal organization» concept as an effective tool for innovative management style is evaluated.
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Plekan, U. "Organizational structures of managerial corporate social responsibility mechanism." Galic'kij ekonomičnij visnik 59, no. 4 (2019): 55–64. http://dx.doi.org/10.33108/galicianvisnyk_tntu2019.04.055.
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Sabbaghi, Asghar. "CIM Strategy And Strategic Management: An MIS Perspective." Journal of Applied Business Research (JABR) 7, no. 1 (October 20, 2011): 57. http://dx.doi.org/10.19030/jabr.v7i1.6260.
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This study provides an overview of Computer-Integrated Manufacturing in a conceptual and managerial context, and analyzes the organizational structure and managerial approaches required for successful CIM. CIM is considered as the (vertical) integration of computerized manufacturing systems at the shop floor with Management Information Systems, and as the (horizontal) integration of functional areas from design, manufacturing to business functions. This implies an integrated, company-wide, MIS approach toward CIM rather than a traditional and functional attitude. In this context, the organizational structure that fits CIM technology will be analyzed.
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Zhang, Xiaodan. "Hidden Forms of Bargaining on China's Shop Floor." International Labor and Working-Class History 73, no. 1 (2008): 7–23. http://dx.doi.org/10.1017/s0147547908000021.
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AbstractThis article examines shop-floor bargaining in China in both the socialist and reform eras. Based on ethnographic fieldwork conducted in three manufacturing factories, document analysis, and secondary sources, the author discusses how government policies and organizational structure shape the interaction between workshop managers and workers and how the practice on the shop floor alters managerial attempts in return. The author argues that, despite different economic structures in the two historical periods, Chinese workers are not the docile labor force often portrayed in literature and media. Instead, they utilize any leverage given within organizational structures and bargain for not only economic gains, but also for respect and autonomy. Their bargaining, though different from institutionalized union bargaining, influences managerial decisionmaking in a subtle way with ideological implications.
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Budi Riharjo, Ikhsan. "PENGARUH STRUKTUR ORGANISASIONAL DAN LOCUS OF CONTROL TERHADAP HUBUNGAN ANTARA PENGANGGARAN PARTISIPATIF DENGAN KINERJA MANAJERIAL DAN KEPUASAN KERJA PADA ORGANISASI SEKTOR PUBLIK." EKUITAS (Jurnal Ekonomi dan Keuangan) 6, no. 2 (December 8, 2016): 188. http://dx.doi.org/10.24034/j25485024.y2002.v6.i2.1953.
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The purpose of this research is to examine the existing relationship between participative budgeting with managerial peiformance and job satisfaction empirically and to examine whether organizational structure and locus of control are moderating variables that influence the relationship between participative budgeting with managerial peiformance and job satisfaction in public sector organization. The samples of this research are taken from hybrid public sector organization population in east Java. From 550 sent questionnaire, there are 116 responden that send their answer back Only 99 questionnaire that fulfill the requirements to be processed in final analysis: 20 from health organization, 32from educ.:alion urganizalion and 47 from BUMD & BUMN .Hypotheses testing technic that used to examine the relationship between participative budgeting and managerial performance and job satisfaction is simple linier regression. And to examine the interaction influence of two contingency factor (organizational structure and locus of control) use moderated regression analysis.The empirical result using simple regression show that participative budgeting influence the managerial peiformance and job satisfaction in public sector organization. But empirical result using moderated regression analysis show that participatiYe budgeting decentralization structure interaction affects managerial peiformance significantly and does not affects job satisfaction significantly.Interaction between participative budgeting and locus of control does not affect managerial peiformance and job satisfaction significantly in public sector urganization.
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Friebel, Guido, and Michael Raith. "Resource Allocation and Organizational Form." American Economic Journal: Microeconomics 2, no. 2 (May 1, 2010): 1–33. http://dx.doi.org/10.1257/mic.2.2.1.
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We develop a theory of firm scope and structure in which merging two firms allows the integrated firm's top management to allocate resources that are costly to trade. However, information about their use resides with division managers. We show that establishing truthful upward communication raises the cost of inducing managerial effort compared with stand-alone firms. This effect dominates a positive effect on effort driven by competition for the firm's resources. We derive predictions about optimal firm scope and structure. In particular, we show why it is optimal to separate the tasks of allocating resources and running a division. (JEL D21, D23, D82, G34)
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Fandt, Patricia M., and Pamela S. Lewis. "An Integrative Study Of Organizational Structure Influences On Information Utilization." Journal of Applied Business Research (JABR) 5, no. 4 (October 25, 2011): 57. http://dx.doi.org/10.19030/jabr.v5i4.6335.
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The present study integrates organizational structure influences on managers use of information for decision making. While previous research supports the notion that managers use accessible rather quality information, the present study indicates that quality, more often than accessibility, determines the information used. Organizations that exhibit characteristics of an organic system appear to provide the rewards and motivation for using accurate and timely information sources. Implications of future research and managerial applications are provided.
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Kamalova, G. B., N. A. Vodolazkina, and K. I. Aklbekov. "INFORMATION CRM SYSTEMS IN ORGANIZATIONAL AND MANAGEMENT ACTIVITIES OF TECHNICIANS-PROGRAMMERS." BULLETIN Series of Physics & Mathematical Sciences 71, no. 3 (September 30, 2020): 220–24. http://dx.doi.org/10.51889/2020-3.1728-7901.33.
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Allocation of organizational and managerial activity as an independent type in the structure of the professional activity of a technician-programmer, including the implementation of such organizational and managerial functions as planning and teamwork, making and implementing managerial decisions, establishing and maintaining internal and external communications, evaluating and developing professional and career advancement, project management, will allow him to effectively organize activities, both his own and the division of the organization entrusted to him. One of the main organizational and managerial functions is the functions of customer relationship management. These tasks are implemented in CRM systems. To automate the organizational and management activities of specialists of various levels, including technicians-programmers, today, in the context of the rapid development of technology and technology, large-scale digitalization, it is advisable to use such information systems. Possessing high technical and functional capabilities, they allow to accumulate and quickly process huge volumes of various information, to make decisions based on this information adequately and quickly. However, ready-made CRM systems are mostly paid and overloaded with unnecessary functionality, since they are only one of the components of a giant corporate system. Practice shows that small companies are limited to the minimum required set of functions implemented in such CRM systems, so it is often easier to develop their own CRM systems for their processes. In this article the requirements for such systems of automation of organizational and management activities of technicians-programmers and its functional structure are describes.
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Albiston, Catherine R. "Structure, Agency, and Working Law." Law & Social Inquiry 44, no. 04 (October 11, 2019): 1221–30. http://dx.doi.org/10.1017/lsi.2019.52.
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Working Law: Courts, Corporations, and Symbolic Civil Rights (2016), by Lauren Edelman, presents an integrated theory of endogeneity that explains how organizational responses to civil rights laws undermine civil rights protections, preserve managerial prerogatives, and redefine judicial interpretations of compliance. Structural dynamics baked into organizations and driven by legitimacy and meaning produce organizational practices that appear to prohibit discrimination but do little to change discrimination on the ground. Working Law raises important questions for future research: Under what conditions might symbolic structures be effective? How does power affect the institutionalization of some symbols of compliance but not others? Can legal reforms limit the effects of endogeneity?
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Lei, Linan, Xiaobo Wu, and Ziyan Tan. "The growth of hidden champions in China: a cognitive explanation from integrated view." Chinese Management Studies 14, no. 3 (March 23, 2020): 613–37. http://dx.doi.org/10.1108/cms-06-2019-0206.
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Purpose There is a research gap in strategic management regarding the complement from managerial cognition literature to the behavioral theory of firm, as well as linkage between cognitive structure and cognitive process of strategy formulation in the field of managerial cognition, which also calls for further exploration. The purpose of this paper is to construct a model from an integrated view for explaining the process of cognitive reconstruction under incremental changes. Design/methodology/approach Qualitative research is conducted in the form of 17 semi-structured interviews in four hidden champions operating in China. Based on the model generated from the literature review, this paper adopts the abductive logic for data analysis. Findings This paper draws the following conclusions. The cognitive structure is shaped by the changing environment and the performance feedback, the variance in structural attributes will affect whether the changing environment destructs the effectiveness of original cognitive structure or not, the centrality of cognitive structure will promote the efficiency of tried-and-true organizational adaptations to incremental changes, and cognitive structure reconstruction is the result of the recursive process of trial-and-error learning. Originality/value This paper proposes the model explaining the interaction mechanisms between cognitive structure and strategy formulation process. It also presents the iterative sense-making process for reconstructing cognitive structure in strategy formulation. Both of them extend the understanding on managerial cognition in organizational adaptations to incremental environmental changes.
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GRABOVSKAYA, Іryna. "ORGANIZATIONAL AND MANAGEMENT INNOVATIONS OF CREATIVE MANAGEMENT AS A NECESSARY CONDITION FOR EFFECTIVE BUSINESS DEVELOPMENT." HERALD OF KHMELNYTSKYI NATIONAL UNIVERSITY 300, no. 6 (December 3, 2021): 52–57. http://dx.doi.org/10.31891/2307-5740-2021-300-6-9.
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The article is devoted to the study of modern aspects of development and implementation of innovations in the management systems, which are an important resource for further improving the efficiency, competitiveness and successful development of organizations. The place and role of creative management systems at enterprises as a tool for development and implementation of non – standard management decisions and managerial innovations in conditions of uncertainty are considered.The main problems on the way to increase the level of innovation activity of enterprises due to the introduction of managerial innovations, as well as internal and external factors that cause the lag of domestic companies not only in the level of product and process innovations, but also in the implementation of best management practices,organizational and marketing innovations. The essence of the concepts “innovation” and “organizational and managerial innovations”, their features as a specific object of management are studied.The main types of organizational and managerial innovations in organizations are considered.The article pays special attention to the issues of ensuring innovation activity and competencies of managers as the main condition for effective implementation of innovations in management.The classification of competencies of managers by levels of decision making is given.The given structure of competencies at the specified levels of decision-making is determined by the ratio of knowledge, skills and abilities necessary for successful and effective activities for the implementation of organizational and managerial innovations.Important characteristics of personnel with high innovative activity and receptivity are determined: focus on high standards of work quality, creative attitude to work, confidence and consistency in the implementation of innovations, readiness for unexpected decisions and new attitudes, flexibility and receptivity to all changes. The article states that the project form of implementation of organizational and managerial innovations and temporary target groups is the most promising organizational form of implementation of managerial innovations in companies.
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Kotrba, Tomáš. "The structure of working activities nurses in managerial functions." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 58, no. 3 (2010): 91–98. http://dx.doi.org/10.11118/actaun201058030091.
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Article includes results of work studies that were done by autoscreening method in the regional hospital in the South Moravian Region by 30 head nurses and 26 department nurses. There were gained and analyzed 544 autoscreenings working day shots in total. There was found that department nurses in this hospital in average mostly perform managerial and personal activities. From the scope of structure of managerial activities the highest proportions have the organizational activities of department in the case of department nurses. On the other hand deparment nurses plan and perform personal activities with the smallest frequency. Head nurses perform qualified nursing activities in most cases, even though as managers on the middle level of management this should not be their main activity. Both head nurses and department nurses deal with administrative issues in average more than 100 minutes per day.
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Gopal, Naresh, Ravi S. Mateti, Duong Nguyen, and Gopola Vasudevan. "Taxes, Mispricing, or the Agency Cost of Managerial Discretion? Evidence from Corporation to REIT Conversions." Review of Pacific Basin Financial Markets and Policies 24, no. 01 (March 2021): 2150007. http://dx.doi.org/10.1142/s0219091521500077.
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We study the effect of change in the organizational structure from a corporation to a real estate investment trust (REIT) on the firm value. Changing the organizational structure from a corporation to a REIT could result in an increase in the firm value, and some companies may be motivated to change their organizational structure because of this. We examine three possible sources of gains in the firm value from such a change in the organizational structure. They are the potential tax savings, reduction in agency costs of managerial discretion, and increase in the price multiples after the conversion. We examine the changes in the firm value of firms that announce conversion to a REIT during 1990–2016. We find that the announcement period returns are positive and strongly significant. Consistent with the tax hypothesis, the announcement period returns are positively related to the effective tax rate of the sample firms. Consistent with the managerial discretion hypothesis, the announcement period returns are positively related to the level of free cash flow of low growth firms. Consistent with the mis-valuation hypothesis, the announcement period returns are higher when REIT valuations are higher relative to the sample firms.
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Rihardjo, Ikhsan Budi. "PENGARUH DESENTRALISASI DAN KOMITMEN ORGANISASIONAL TERHADAP HUBUNGAN ANTARA PENGANGGARAN PARTISIPATIF DAN KINERJA MANAJERIAL." EKUITAS (Jurnal Ekonomi dan Keuangan) 13, no. 3 (September 1, 2009): 326. http://dx.doi.org/10.24034/j25485024.y2009.v13.i3.2151.
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The purposes of this research are to test empirically and analyze whether or not there is relationship between participative budgeting and managerial performance, as well as to test empirically and analyze whether decentralization and organizational commitment as moderating variables influence the relationship between participative budgeting and managerial performance in local government. The samples of this research are taken from local government organization population, that is the partner of local apparatus working unit (Satuan Kerja Perangkat Daerah/SKPD) until two level under SKPD manager. From 420 shared questionnaires, there are founded 147 respondents whos return their answers, and only 98 questionnaires, which fulfill the requirement to be computed and involved in final analysis.Hypotheses testing technique that is used to test the relationship between participative budgeting and managerial performance is simple regression. And to test influential interaction of two contingency factor (decentralization and organizational commitment), Moderated Regression Analysis (MRA) is used. The empirical result using simple regression show that participative budgeting influences the managerial performance in local government organization. While empirical result using moderated regression analysis shows that the Interaction between participative budgeting and decentralization structure affects managerial performance significantly. Interaction between participative budgeting and organizational commitment does not affect managerial performance of local government organization significantly.
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Rihardjo, Ikhsan Budi. "PENGARUH DESENTRALISASI DAN KOMITMEN ORGANISASIONAL TERHADAP HUBUNGAN ANTARA PENGANGGARAN PARTISIPATIF DAN KINERJA MANAJERIAL." EKUITAS (Jurnal Ekonomi dan Keuangan) 13, no. 3 (September 25, 2018): 326–48. http://dx.doi.org/10.24034/j25485024.y2009.v13.i3.387.
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The purposes of this research are to test empirically and analyze whether or not there is relationship between participative budgeting and managerial performance, as well as to test empirically and analyze whether decentralization and organizational commitment as moderating variables influence the relationship between participative budgeting and managerial performance in local government. The samples of this research are taken from local government organization population, that is the partner of local apparatus working unit (Satuan Kerja Perangkat Daerah/SKPD) until two level under SKPD manager. From 420 shared questionnaires, there are founded 147 respondents whos return their answers, and only 98 questionnaires, which fulfill the requirement to be computed and involved in final analysis.Hypotheses testing technique that is used to test the relationship between participative budgeting and managerial performance is simple regression. And to test influential interaction of two contingency factor (decentralization and organizational commitment), Moderated Regression Analysis (MRA) is used. The empirical result using simple regression show that participative budgeting influences the managerial performance in local government organization. While empirical result using moderated regression analysis shows that the Interaction between participative budgeting and decentralization structure affects managerial performance significantly. Interaction between participative budgeting and organizational commitment does not affect managerial performance of local government organization significantly.
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Puhan, Tatjana-Xenia, and Rick Vogel. "Solving the Innovation Dilemma by Creating Organizational Think Tanks." International Journal of Entrepreneurship and Innovation 10, no. 4 (November 2009): 291–300. http://dx.doi.org/10.5367/000000009790012345.
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In business venturing, the simultaneous activity of searching for hitherto unknown opportunities while pursuing already identified opportunities gives rise to high-tension and contradictory processes. This innovation dilemma presents a key managerial challenge to corporate entrepreneurship. To this dilemma the authors apply the exploration/exploitation framework and argue that a balance of the divergent organizational and managerial needs of these two activities can be achieved more efficiently and effectively in a network-like structure of organizations. They take a design-oriented approach and, as a solution to the innovation dilemma, argue the case for a centre of explorative excellence as both focal point and mediator in an inter-organizational network, which they call an ‘organizational think tank’.
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KANKAEW, Kannapat, Korawin KANGWOL, Luidmilaa A. GUZIKOVA, Satirachai KUNGWOL, Bussaba SITIKARN, and Thanasit SUKSUTDHI. "ORGANIZATIONAL STRUCTURE ENHANCING AIRLINES EFFIECEINCY AMID THE PANDEMIC: LOW-COST CARRIERS IN THAILAND AS A CASE." GeoJournal of Tourism and Geosites 38, no. 4 (December 31, 2021): 1189–94. http://dx.doi.org/10.30892/gtg.38425-759.
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The pandemic of COVID-19 has extreme impact than the intense competitors in airlines industry that never turn up in history. It derailed all airlines’ operations, company’s structure, strategy, and its markets which is highly impact to Thailand’s tourism industry. The purpose of this study is to assess the managerial practices of low-cost carriers (LCCs) to enhance the organization’s performance during COVID-19. The managerial practices concern with strategic human resources management, organizational culture, high competence personnel, and risk management affect to organizational structure. The quantitative was administered to four anonymous low-cost airlines operating in Thailand. Questionnaires were used to collect data from 150 person of each airline, hence there were 600 samples in total. The descriptive statistic and path analysis were applied. The results found that LCCs stressed greatly on the high competence personnel, followed by organizational culture, risk management, and strategic human resource management affecting organizational structure that led to efficiency and competitiveness of organization. To investigate the effect of management issues of strategic human resources management (SHRM), organizational culture (OC), high competence personnel (HQP), and risk management (RM) on low-cost carriers (LCC) in Thailand toward organizational structure (OS) which result to the competitiveness of high-performance organization (CHPO). The quantitative approach was employed by using structural equation modelling for path analysis. The data was collected by using questionnaires. There were 600 samplings from four anonymous low-cost airlines. The results found that LCCs stressed greatly on the high competence personnel, followed by organizational culture, risk management, and strategic human resource management affecting organizational structure that led to competitiveness of organization. The authors would recommend LCCs to refocus its practices to strategic human resource management during the crisis. Since, the human resource management is dealing with organization changes through the leadership and organizational culture. Finally, researchers have developed the model creating organizational structure.
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Kovač, Polonca. "Organizational and Managerial Challenges of Reforming Slovenian Public Agencies." Organizacija 47, no. 4 (November 1, 2014): 281–94. http://dx.doi.org/10.2478/orga-2014-0023.
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Abstract Introduction: Agencies are among the key contemporary public organizations, prospering within reforms carried out worldwide to increase professionalism and rationalism in public administration (PA). Hence, countries have been establishing agencies and delegating them public tasks in order to achieve expertise-based instead of politically-driven and thus more efficient public policies. In such context, the present article addresses the most important strategic documents related to public administration reform (PAR) in Slovenia, analyzing their goals in terms of agencification and the main implementation results and gaps. Research Design: The research is dedicated to exploring the governmental approach to agencification as a key aspect of PAR. It analyzes (1) the main PAR strategic documents on public agencies in Slovenia since the mid-90s, and (2) the perceived implementation of structural and managerial autonomy as the declared goal of agencification. Combined research methods are applied, including descriptive analysis, regional comparisons, structural interviews among representatives of public agencies and their parent ministries, and selected statistical data analysis. Results: As proven by different research methods, the hypothesis whereby agencification goals in Slovenia are largely achieved as part of PAR documents in terms of autonomous organizational structure was confirmed. A more elaborated agencification in PAR documents relates to higher implementation of autonomy. Conclusion: Nevertheless, the professionalism of Slovenian agencies is still an on-going process, particularly as regards the efficiency implementation gap. As for the future, a more consistent PAR incorporating cross-sectoral policy on agencies is required to pursue the development of a democratic and efficient PA.
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Koleci, Redon. "ORGANIZATIONAL STRUCTURE IN AN ENTERPRISE." KNOWLEDGE INTERNATIONAL JOURNAL 31, no. 5 (June 5, 2019): 1635–39. http://dx.doi.org/10.35120/kij31051635k.
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Each organization, regardless on the type of activity that carries and the size that have, should have a separate organizational structure in order to function. To achieve the goals and objectives, works within the organization should be coordinated and managed. The success of any organization is associated with its leadership and its organizational structure is responsibility effective. Managers are people who organize and determine the ways of performing tasks in context the organization. They realize their mission by defining the display of organizational structure. Only organizational structure that is well defined is the guarantee for the realization of organizational goals. Enterprises that fail to build organizational structure, fail to efficiently distribute authority and responsibility among their employees and as a result fail to react quickly to changes in the surrounding environment. Therefore the study of the organizational structure has a current and practical value to the organization. Different definitions regarding the definition of the organizational structure are above all the time in which the enterprises operated and the conditions in which they function. The first historical beginnings of scientific interest in the structure of the organization begin with the members of the classical theory of organization, in which the subject of research was the formal aspect of the organization. These authors define the organizational structure of the enterprise as a static variable that changes very slowly. The main reason for such a definition, according to these authors comes due to the environmental characteristic. The environment according to them is characterized by stability. There have been no changes in the environment, but if they happen they are of poor intensity and the enterprise without any great effort can adapt to that environment. The main objective of this paper is to clarify the effect of organizational structure on the effectiveness of the organization's managers, respectively in the performance of businesses. Achieving this goal for the realization of the paper is done through the collection of primary data produced through a survey done, as the primary method of data collection. The objective of the questionnaire has been receiving information about the design of the organizational structure at the corporate level and at the business unit level and level of relational of structure with managerial success. The literature on organizational structure has widely studied how organizational structure influences the behavior of members of the organization. However, there is very little empirical data on the issues of organizational structure and its influence channels in the organization. There are two intuitive alternatives: on the one hand, the vertical chain of control gives the main differentiated effect. On the other hand, it is the degree of specialization of the members that matters most. The vertical zipper is linked and determines the level of 'bureaucracy' within the organization. A vertical structure creates a chain of command associated with the lower business units through a series of intermediate layers that takes care of executing HQ directives at a disaggregated level.
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Abe, Etsuo. "The Development of Modern Business in Japan." Business History Review 71, no. 2 (1997): 299–308. http://dx.doi.org/10.2307/3116163.
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Although it has not been recognized very clearly, Alfred Chandler offers a dual definition of modern business. One definition focuses on the formation of “managerial hierarchies;” this refers to the rise of professional managers, a development that eventually leads to the separation of management and ownership. The advent of the managerial firm, or managerial capitalism, symbolizes modern business. Chandlers other definition focuses on management structure and emphasizes the U-form (Unitary-form) or M-form (Multi-divisionalform), both of which are organizational types closely associated with the development of modern, large-scale firms. The modern firm usually has the characteristics of a managerial organization and employs either the U-form or M-form (typically the latter) structure.
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Simic, Vladimir. "Analysis of organizational and managerial structure on the case of Serbian film association." Ekonomija: teorija i praksa 8, no. 4 (2015): 28–46. http://dx.doi.org/10.5937/etp1504028s.
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Choi, Yoon K. "The Choice of Organizational Form: The Case of Post-Merger Managerial Incentive Structure." Financial Management 22, no. 4 (1993): 69. http://dx.doi.org/10.2307/3665578.
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Govender, Patsy, and Sanjana Brijball Parumasur. "Using the competing values framework to assess managerial alignment towards the organization’s vision, focus and preference for structure." Corporate Ownership and Control 8, no. 4 (2011): 499–507. http://dx.doi.org/10.22495/cocv8i4c5art3.
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This study determines the extent to which middle, senior and top managers fulfill their managerial roles (mentor, facilitator, monitor, coordinator, director, producer, broker, and innovator). It also evaluates their focus (internal versus external) and preference for structure (stability and control versus flexibility and change) as well as whether their orientations are aligned towards the same vision/goal. A sample of 202 managers (middle, senior, top) was drawn using a stratified random sampling technique. Data was collected using a questionnaire and analyzed using descriptive and inferential statistics. The results of the study emphasize the importance of aligning the organizational focus and preference for structure with the organizational vision/goal and ensuring that the managerial cadre is appropriately developed in the competencies needed to attain the vision/goal.
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Bollen, Laury H., Harold F. Hassink, Rindert K. de Lange, and Saskia D. Buijl. "Best Practices in Managing Investor Relations Websites: Directions for Future Research." Journal of Information Systems 22, no. 2 (September 1, 2008): 171–94. http://dx.doi.org/10.2308/jis.2008.22.2.171.
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ABSTRACT: This study aims to suggest areas for future research on the quality of Internet investor relations based on a structured analysis of investor relations activities within companies with a high-quality investor relations website. The study is based on six case studies and examines the organizational structure and processes behind four high-quality investor relations websites and two low-quality sites. The study shows that there are particular managerial practices within companies with high-quality investor relations websites, for six of the seven elements studied. These results indicate that future research on the quality of Internet investor relations should address variables that reflect differences in managerial capabilities and organizational structures with respect to investor relations activities. The relevance of such variables also has theoretical and methodological consequences for future studies. With respect to research on the development and maintenance of investor relations websites within the information management literature, our study shows that the design of investor relations websites has a number of specific features, which may provide useful insights that could be applied in the context of other websites.
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Heorhiadi, Nelli, Oleksiy Druhov, Roksolana Vilhutska, Mariana Bets, Andrii Stoianovskyi, and Mateusz Folwarski. "Organizational development in banks management systems." Banks and Bank Systems 13, no. 3 (July 18, 2018): 1–11. http://dx.doi.org/10.21511/bbs.13(3).2018.01.
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Organizational development in banks management systems (ODBMS) is a complex phenomenon of a sustainable and multifunctional nature. The goal of ODBMS is to generate creative ideas and implement changes in order to provide an appropriate level of rational interaction between the ODBMS subjects. It leads to an achievement of the expected economic and managerial results.Organizational changes that are accompanied by organizational development in the BMS can be controlled and spontaneous, positive and negative. The idea of the article is to reveal the methodical aspects of the managed organizational development of the BMS, with expected positive effects. It would be shown that the offered ideas can be used for achieving organizational goals, avoiding the organizational entropy, increasing the creative activity of bank employees, in particular, in developing new banking products, expanding the opportunities of Internet banking, etc.Achieving certain positive effects from the implementation of organizational changes in the BMS requires a high level of managers awareness about the state of implementation of the goals of the bank’s organizational development, the methods of their implementation, factors that affect the achievement of these goals. In this context, fundamental information about the structure and links in the BMS is important as well as operational information that characterizes the level of completeness and implementation quality of the specific banking officers’ duties.In the article the features of ODBMS are solved, based on the application of the provisions of morphological analysis and set theory. The proposed provisions are considered through the prism of two criteria – the level of managerial awareness and predictability of the results of the organizational changes implementation.
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Usacheva, O. V. "Main Directions of Changing Priority Goals of Professional Education for Teachers of Foreign Languages." Voprosy sovremennoj nauki i praktiki. Universitet imeni V.I. Vernadskogo, no. 3(77) (2020): 171–76. http://dx.doi.org/10.17277/voprosy.2020.03.pp.171-176.
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The main contradictions in teachers’ training for organizational and managerial activities are revealed. It is investigated that in professional life a student faces problems and difficulties that will contribute to the pedagogical understanding of the situation. It is proved that pedagogical modeling is a process of preparing a student for organizational and managerial activities in the educational process, and a model is a means of carrying out this activity. It is shown that in order to adequately form the organizational and managerial competence of the teacher, the teacher structures his activities, building it into a model. The conditions for the transition from educational activity to the process of student self-education are indicated. A system for preparing a teacher for the implementation of organizational and managerial activities has been developed, providing for the design of an integral educational process.
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Whiston, Thomas G. "Managerial and organizational integration needs arising out of technical change and U.K. commercial structures part II: A managerial and organizational perspective." Technovation 10, no. 1 (February 1990): 47–58. http://dx.doi.org/10.1016/0166-4972(90)90042-i.
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Tymoshenko, Valentyna, Oleksandr Slabetskyi, Nataliia Ridei, and Nataliia Tytova. "Communicative competencies of managers in HEI on components of methodological contents of administrative management." ScienceRise: Pedagogical Education, no. 1(40) (February 18, 2021): 14–19. http://dx.doi.org/10.15587/2519-4984.2021.224346.
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The paper specifies the definition of “competence” of executive managers and positional, professional and social types of the general system competence are separated. The communicative competence structure in managers at higher educational institutions for realizing communicative interaction of participants of the professional training educational process is concretized by methodological content components of administrative management, namely administrative-organizational managerial system relations (descending potential of indirect administrative-organizational communication of a policy of higher educational institutions, coordination-subordination architectonics of the “administrative apparatus”, ascending potential of administrative effect at organizing institutional projects), internal system relations (descending administrative-organizational communications of a political strategy of higher educational institutions, potential of ascending administrative-organizational communications for modernization of educational-scientific university systems) and external system relations (sphere of external interaction and system analysis of modern scientific data as to a qualitative external condition of higher educational institutions, world community access to administrative-organizational communication of higher educational institutions with self-government bodies). There are separated communication types of coordination-subordination architectonics of institutional organization of higher educational institutions: administrative-organizational, managerial and process-organizational communications; a structural-logic scheme of mutual influence in contents - administrative-organizational managerial system, internal and external system relations in the “aim tree” of administrative regulation for effective educational policy and quality policy by means of administrative-organizational communications and at realization of the communicative competence of managers at higher educational institutions is projected in the author modification
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Sahay, Sundeep, and Geoff Walsham. "Social Structure and Managerial Agency in India." Organization Studies 18, no. 3 (May 1997): 415–44. http://dx.doi.org/10.1177/017084069701800304.
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In this paper, we argue the need to understand the relationship between mana gerial agency and social structure within a broad societal context. Managers are members of different social systems arising from both work and non-work related activities. These systems have various sets of rules and resources embedded within them which managers draw upon to create agency, which in turn can either reinforce or change social structure. Drawing upon sociological approaches to the study of human agency, we propose a framework to describe possible influences that social structure has on the shaping of managerial atti tudes in India. We then use this framework to provide the lens through which a specific Indian-government-initiated, information-technology project is ana lyzed. We see the approach that has been illustrated in this paper to have implications for management studies in three areas: the management of cross- cultural projects; management practice in India; and future research on man agement in organizations.
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Biswas, Soumendu, Vijai N. Giri, and Kailash B. L. Srivastava. "Examining the Role of HR Practices in Improving Individual Performance and Organizational Effectiveness." Management and Labour Studies 31, no. 2 (May 2006): 111–33. http://dx.doi.org/10.1177/0258042x0603100202.
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Research on managerial issues in India in the post-liberalization period has identified several factors that have a significant impact on individual and organizational efficacy. In this connection, one factor that has been identified as critical is the human resource management function of the firm. In this quasi-experimental field study, we examine how human resource practices mediate the relationship between organizational culture and structure on the one hand, and individual and organizational performance on the other. Using data from 357 managerial level employees, we found that HR practices are positively related to employees' in-role and extra-role performance, and to organizational effectiveness. The results indicate that paying attention to cultural and structural ethos that shape human resource practices in Indian organizations is an important requirement for researchers, as well as, practitioners in this area.
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Mahdavi, Akramsadat, Farzad Sattari Ardabili, Mohammad Kheirandish, Habib Ebrahimpour, and Shahram Mirzaei Daryani. "Presenting a Model of Managerial Practical Wisdom in Hospitals." Management 24, no. 2 (December 1, 2020): 20–48. http://dx.doi.org/10.2478/manment-2019-0045.
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Summary This qualitative study was conducted to provide a model of managerial practical wisdom in public hospitals in order to define the components affecting managerial practical wisdom, development strategies and its results in hospitals based on interpretive paradigm using Grounded strategy and content analysis technique and based on paradigm model of Corbin and Strauss (2008). To this end, semi-structured interviews were conducted with 21 hospital managers, professors and experts in the field of health care management. The basic themes of the interviews during the data analysis and coding stage identify the central class, causal, contextual, intervening factors, strategies and consequences of managerial practical wisdom in the form of a paradigm model and finally to create Grounded theory about managerial practical wisdom in these hospitals. Accordingly, the dimensions and components of practical wisdom among the managers of the mentioned hospitals were cognitive abilities and managerial competencies, factors affecting its development including individual factors (personal experiences, personality pattern, and individual values) and organizational factors (spirituality at work, organizational values and organizational will).Moreover, the results of developing this type of wisdom among the mentioned managers can be categorized as individual results (mental and psychological well-being), organizational results (improving service quality, stakeholder satisfaction, organizational dynamism and agility, organizational vitality and organizational citizenship behaviors) and social outcomes (social capital development). These results can be used in the creation and development of quantitative tools for measuring managerial practical wisdom and as a qualitative complement in evaluating the quality of decisions among hospital managers.
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DOLLIJA, Elda, Marinela TENEQEXHI, and Sonela STILLO. "Barriers to the career progression of women in banking sector in Albania. Do perceptions differ?" Journal of Life Economics 8, no. 3 (July 31, 2021): 309–15. http://dx.doi.org/10.15637/jlecon.8.3.04.
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International statistics and studies emphasise the gender imbalance in high managerial levels. According to the literature review the undereppresentation of women in high levels is related to the “Glass Ceiling” phenomenon. These are barriers that hinder the career progression of women. According to the Gender Organization Structure model, these barriers are divided into three categories: Individual, Social and Organizational. The purpose of this study is to find out how do perceptions about these barriers vary according to five demographic variables (age, marital status, education, managerial position and experience) of women at managerial levels in commercial banks in Albania. The Kruskal-Wallis test is used to test the differences in perception of barriers. The results of the study show that: women’s perceptions about individual barriers vary according only to the managerial level; women’s perceptions about social barriers vary only according to age and maritual status; women’s perceptions about organizational barriers vary only to marital status.
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Milchik, Irina V. "ADVANTAGES AND DISADVANTAGES OF VARIOUS TYPES OF MANAGEMENT STRUCTURES IN CONDITIONS OF DIGITAL TRANSFORMATION OF THE ECONOMY." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 5/1, no. 125 (2022): 16–21. http://dx.doi.org/10.36871/ek.up.p.r.2022.05.01.002.
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The activity of any business entity begins with the definition of its organizational structure, the allocation of departments, services, specialized units and the development of an enterprise management project. The effectiveness of building a management structure depends on the correctness and speed of bringing management decisions to the performers, as well as receiving feedback. In this paper the classification of management structures used in business is given, the features of each are highlighted, the advantages and disadvantages, the requirements for organizational forms and management structures formed at enterprises are noted. The importance of taking into account the economy developing at the present stage of digitalization in the construction of managerial relationships, the use of the main end-to-end technologies in the management process.
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Meneylyuk, Aleksandr, and Aleksey Nikiforov. "Optimization of Managerial, Organizational and Technological Solutions of Grain Storages Construction and Reconstruction." Tehnički glasnik 14, no. 2 (June 11, 2020): 121–34. http://dx.doi.org/10.31803/tg-20190313150308.
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The work is devoted to the important problem of optimization of managerial, organizational and technological solutions of construction and reconstruction of separate grain storages and the management of specialized building enterprise as a whole. Models of the company for the grain storages construction and renovation were designed, analyzed and described: multidimensional organizational structure, computer model of the enterprise. The results of a two-stage construction products cost optimization were presented. The recommendations for the adoption of optimal organizational and technological solutions were developed. The method for justification of financial income level for the grain storages construction and reconstruction using project management principles and provisions of the existing regulations was proposed.
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Afana, Alaa, and Adeeb EL Agha. "The Role of Organizational Environment in Enhancing Managerial Empowerment in Al-Aqsa Network for Media and Art Production." International Journal of Business Ethics and Governance 2, no. 2 (May 31, 2019): 30–65. http://dx.doi.org/10.51325/ijbeg.v2i2.40.
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This study aims at identifying the role of organizational environment? ?in enhancing the ? managerial ?empowerment of employees at Al-Aqsa Network for Media and Art ?Production. To achieve the objectives of the present study, the researcher used the ?analytical descriptive approach, and a survey was used as the main tool for collecting ?the necessary data. The study sample consisted of (67) employees holding supervisory ?positions who were selected in a complete census method for all employees in ?supervisory positions at Al-Aqsa network for Media and Art production. 67 ?questionnaires were distributed, while the number of recovered questionnaires was ??(61) valid for the purposes of statistical analysis at a response rate of (91%). The ?results showed that there is a statistically significant role at the level of (??0.05) ?between the organizational environment in the following areas (organizational culture, ?organizational structure and organizational resources) and the enhancing the ?administrative empowerment. The organizational structure field was the strongest area ?in association with the organizational environment. In addition, the study concluded ?that the dimensions of organizational environment have a statistically positive and ?significant effect at the level of (??0.05) in enhancing the administrative ?empowerment. ?
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Pavlyuk, I. "Organizational system blind golf." Scientific Journal of National Pedagogical Dragomanov University Series 15 Scientific and pedagogical problems of physical culture (physical culture and sports), no. 1(129) (January 27, 2021): 77–80. http://dx.doi.org/10.31392/npu-nc.series15.2021.1(129).15.
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The article provides a retrospective analysis of the emergence, formation and development of blind golf.
The chronology of the emergence of the first organizational and managerial structure of golf for the blind at the international level and at the level of individual states, their further reorganization and development is investigated. The classification of athletes-golfers with visual impairments and the international handicap calculation system are considered, which guarantees the same calculation of handicaps in all countries. The work of the member countries of the International Blind Golf Association, which today uses a single, rapidly growing database of players, coaches and volunteers. The competition system was analyzed and it was determined that six or seven national open championships are held annually, and The IBGA World Blind Golf Championships take place every two years. It is summarized that the conducted historical analysis of the development of golf for people with visual impairments suggests that the main trend of its development is the growth of its popularity and a significant increase in the geography of distribution, the formation of national organizational structures and golf management structures for the visually impaired at the international level. The organizational and management systems of golf for the visually impaired are represented by a training system, as well as a competition system, within which sports and recreational areas are combined.