Relevant bibliographies by topics / Organizational management structure

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

Academic literature on the topic 'Organizational management structure'

Author: Grafiati
Published: 4 June 2021
Last updated: 12 February 2022

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Journal articles on the topic "Organizational management structure"

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

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Development trends in management and organizational structures are considered one of the limitations of the ongoing transformation of the company architecture of enterprises in the Czech Republic. This study is based on the survey data of over 450 enterprises in different sizes and sector categories conducted in 2016–2019. Statistical dependence between the type of organizational structure and size of an enterprise is confirmed with a trend of transition to a department-based organizational structure at the expense of a division-based structure. A high degree of statistical dependence is found between the number of management levels and size of a company. However, a low level of statistical dependence is found between the number of management levels and the sector type. Dependence between management structure/size of an enterprise and its profitability is not confirmed. A critical strategic task for companies is acceleration of the transformation of the company architecture, including the organizational framework, and intensification of the innovation and digitalization based on a transfer of new knowledge into corporate practice. If enterprises accomplish this strategic task, they will generate higher value and they can be more profitable and sustainable. A transfer from classical management structures to departmental structures is demonstrated, which creates preconditions for transformation in process and project management. A new finding is an independent relationship between management structure/size of an enterprise and its profitability; and an opposite trend considering the number of management levels compared to the prediction, i.e., their decrease.
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Walczak, Steven. "Organizational knowledge management structure." Learning Organization 12, no. 4 (August 2005): 330–39. http://dx.doi.org/10.1108/09696470510599118.

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

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

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

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A strong research tradition on the economic and social impacts of microfinance intervention has been going on. But a dearth of studies on microfinance organizational and management perspectives is there, although the social and economic impacts of this development program largely depend on its organizational setup and intervention management. ICT (decipher!!!) has been used in microfinance organizations for quite a long period of time. This study looks into the ICT-mediated material and social changes that happen in this unique type of organization and its management. The study was conducted using exploratory case study in two organizations. A number of semi-structured interviews and focus groups have been conducted at different layers of the organizations. The study found that ICT has profound implications for change in different material and social aspects of microfinance organizations. As a catalyst, ICT causes organizational structure shrank both horizontally and vertically. Because of the use of ICT a loss-of-middle phenomenon emerges in organizational structure and a tendency of centralized decision authority prevails. It helps boosting up the operational performance and transparency and lowering the long-debated interest rate of microfinance. It engenders profound changes in human resources and socio-cultural aspects of microfinance organizations. However, if protective mechanism is not adopted then the use of ICT may have detrimental effects to the social performance of microfinance. This study contributes to the knowledge domain of ICT-mediated organizational change and the microfinance policy makers by exploring the implications of ICT to different organizational aspects. It contributes by unearthing the detrimental effect of ICT to the development outcome of microfinance intervention.
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Karpets, O. V., A. V. Sinitsyn, and A. V. Firsova. "METHODOLOGY FOR CHOOSING THE ORGANIZATIONAL STRUCTURE OF ENTERPRISE MANAGEMENT." Scientific Review: Theory and Practice 10, no. 9 (September 30, 2020): 2003–12. http://dx.doi.org/10.35679/2226-0226-2020-10-9-2003-2012.

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This article discusses the problem of choosing the correct and effective organizational structure of enterprise management for its correct functioning. The existing types of organizational structures of enterprise management, which are used in practice today, are analyzed, and their positive, negative sides and the type of enterprises for which they can be used are revealed. Along with this, this article discusses and describes methods for choosing an organizational structure for an enterprise. Also, during the study, internal and external factors were identified that affect the choice of an organizational structure. Based on the analysis, a methodology for choosing the most effective type of organizational structure for enterprises was drawn up. The question of choosing an organizational structure is acute for every manager at the very beginning of the operation of an enterprise, because the quality of performance of functions, both of individual divisions and of the entire enterprise as a whole, directly depends on this. Among many types of organizational structures in this study, the types of organizational structures that are most adaptable to changes in external and internal factors are identified. This study provides methods and tools for selecting the appropriate organizational structure for any enterprise. At the moment, some methods, be it goal structuring or computer modeling, are not widely used, which in turn makes it difficult to choose an effective organizational structure for enterprise management. The choice of an effective organizational structure is an extremely urgent problem today for every entrepreneur, who is interested in the stable economic activity of his or her enterprise.
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Głód, Wojciech. "Organizational structure, environment and management innovation." Global Journal of Business, Economics and Management: Current Issues 9, no. 3 (November 30, 2019): 134–42. http://dx.doi.org/10.18844/gjbem.v9i3.4450.

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Increasing health care marketisation may be, in broader sense, perceived as a mechanism providing the foundation for seeking new ways to rationalise operations in this area. These efforts aim to increase the efficiency of the health care sector, to better adjust health care services to social needs and to improve the management of scarce resources. The core of the process is treating a health care organisation as a partner for other actors and examining its strategic partners. The study aims to present the relationships among the characteristics of the environment, organisational structure and innovation management. Keywords: Health care, Poland, organisational structure, environment, management innovation.
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Atkinson, Simon, Anja Schaefer, and Howard Viney. "Organizational structure and effective environmental management." Business Strategy and the Environment 9, no. 2 (March 2000): 108–20. http://dx.doi.org/10.1002/(sici)1099-0836(200003/04)9:2<108::aid-bse236>3.0.co;2-l.

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

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Ahamadzadeh, Soraya, and Masoud Ghahremani. "The Relationship between Organizational Structure and Quality of Services in Government Organizations (Case Study: Education and Nurture Management, Mahabad)." International Academic Journal of Organizational Behavior and Human Resource Management 06, no. 01 (June 7, 2019): 40–45. http://dx.doi.org/10.9756/iajobhrm/v6i1/1910004.

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Dissertations / Theses on the topic "Organizational management structure"

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

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Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2010.
"June 2010." Cataloged from PDF version of thesis.
Includes bibliographical references.
BS Grupo is a Peruvian entrepreneurial venture begun in 2000. The company has grown relatively fast, becoming a leading training provider in Peru. The venture delivers high level and specialized training services in the the areas of mining and information technologies, and on specific topics, such as project, maintenance, and quality management. Although it has experienced relatively fast growth, BS Grupo has missed market opportunities and has delayed the deployment of strategic projects needed for its long term sustainability. The company has developed strong capabilities to identify market opportunities and to configure products to address them; however, BS Grupo has experienced major problems in the areas of people management and organizational structure. This thesis analyzes the current organizational design of BS Grupo using three lenses: strategic, political and cultural. Recommendations are made to develop a new organizational design that supports the growth plans of the venture.
by Juan Carlos Martinez Delgado.
S.M.
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Siddiqui, Talha 1969. "Organizational structure : management techniques and lessons learned in aligning technical and program management resources in engineering-intensive organizations." Thesis, Massachusetts Institute of Technology, 2005. http://hdl.handle.net/1721.1/30151.

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Thesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 2005.
Includes bibliographical references (p. 118-120).
The roles of systems engineering, program and project management, and engineering management are continuously blurred and challenged in complex engineering organizations. The demands made of each of these functions can lead to increasing role confusion in otherwise historically well-defined functions. It is important to understand the reasons for existing practices in defining and utilizing these roles and the functions they perform in today's engineering systems. It is the goal of this thesis to show the motivation for current practices in systems and program management, and to shed light on some of the lessons learned in managing both the technology as well as the encompassing technology programs. We look specifically at existing practices in the aerospace industry as our case-study to understand matrix organizational structures, as well as gain insights from the commercial industry and academic literature on the practices deployed in innovation and new product development and management. keywords: product development, matrix organization, systems engineering, program and project management, engineering management, managing innovation
by Talha Siddiqui.
S.M.
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Kapustyak, Rostislav. "Management ukrajinské společnosti ‚TorhPress‘." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2009. http://www.nusl.cz/ntk/nusl-222186.

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This thesis describes situation in management companies on Ukraine. In theoretic part work you can find information about types organizational structure companies, her division, benefits and disavantages. This information I extract from special books and article about this subject. In practical part I more often analyze Ukrainian company Torhpress that the deal with distribution form and postal goods in Zakarpatian regions, where after analysis I try to suggest optimum solving improvement organizational structure those companies for more effective course companies.
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García, Acuña Martín Ignacio. "Emergence of strategic direction, organizational structure and employee integration : a framework for the Dialectic Organization." Thesis, Massachusetts Institute of Technology, 2014. http://hdl.handle.net/1721.1/90243.

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Thesis: S.M. in Management Studies, Massachusetts Institute of Technology, Sloan School of Management, 2014.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 94-97).
The main objective of this thesis is to develop a system dynamics model of organizational change. The Organizational Studies, Strategic Management and System Dynamic fields will be reviewed, concluding that there are gaps in the extant literature: none of them has been successful in defining the minimum set of processes and variables required to characterize organizational change. Through an exploratory study using a comparative-case study analysis, it was found that, on the one hand, under low requirements for change (i.e. stable organizational-environment fit), organizations tend to increase their inertia (i.e. tend to be more bureaucratic). On the other hand under high requirements for change (i.e. unstable organizational-environment fit), organizations tend to try to reduce their inertia (i.e. increasing their ability to change), as a way to adapt themselves to the environment. Through an analysis of previous simulation models of the organization and environment interface, it was found that the inertia-performance relationship follows an inverted U-shape. When this relationship is included in current models of organizational change, they become highly instable. Through the development of a system dynamics model, it was found that the stability of the system is achieved through the inclusion of two additional sectors: employee motivation and employee integration. Thus, this exploratory study establishes that apparently three main processes are required, as a minimum, to characterize organizational change: the emergence of strategic direction, the emergence of organizational structure and the emergence of employee integration. Within this view, the organization could be seen as a double-edged reduction of complexity system: on the one hand the organization needs to reduce the complexity of the environment in order to create an "internal order". But on the other hand, it needs to reduce the complexity of the employees in order to motivate them to participate in its internal processes. We define this system as a "Dialectic Organization".
by Martin I. Garcia Acuna.
S.M. in Management Studies
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Morais, João Marcelo. "Organizational structure in family business management styles and employees satisfaction." Universidade de Taubaté, 2004. http://www.bdtd.unitau.br/tedesimplificado/tde_busca/arquivo.php?codArquivo=24.

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Nowadays, world ambient discussion constitutes an important subject, which also includes Brazil, an organizations importance, especially the company that aims at profit, for economic, social and individual development. At the same time the form of expectations, the companies find themselves in competitive scenery, that is, a combined economic evolution in an open market, that resulted in new companies, international competitors entering the local market and improving products and services that already exist for focalizing quality and low cost. This scenery determines that the organizations should be alert in its organizational structure, especially in its reference an existing relation a between high administrative conception and its perspectives of managerial and other employees, because this can reflect in their market and clients. The aim of this thesis is to identify the organizational structure in a family business, or that is, managed and run by its owners. It also scopes on knowing the relevant structural factors facing the scenery mentioned before, as we realize de main characteristics of managers in a family organizations and influenced by a structural model used and management style in relation to the employees satisfaction. For this reason a typical family company was selected, managed and run by its owners, in the case, husband and wife, that work in services sector of international commerce which has its influence and administration, even though its head-office is situate in the city of São José dos Campos São Paulo Brazil -, and represents in the Brazilian and world economy, through its branches, risk partners and representatives. Such aspect meant using a research method collecting information from its owners, managers and employees co-localized in all its branches.
Atualmente constitui-se tema de significante discussão em âmbito mundial, e não menos diferente no Brasil, a importância das organizações, especialmente as empresas destinadas a produzir lucratividade, para o desenvolvimento econômico, social e do indivíduo. De forma concomitante às expectativas declinadas anteriormente, as empresas se encontram em meio a um cenário referendado por características muito particulares de competitividade, ou seja, a evolução econômica combinada com a abertura de mercados, culminou com a criação de novas empresas, entrada de concorrentes internacionais no mercado local e aprimoramento dos produtos e serviços já existentes para um enfoque que exige qualidade e baixo custo. Este cenário determina que as organizações estejam atentas à sua estrutura organizacional, especialmente no que tange a relação existente entre as concepções da alta administração e as perspectivas do corpo gerencial e dos demais funcionários, vez que isto poderá produzir reflexos em seu mercado e clientes. Este trabalho tem como objetivo identificar a estrutura de organização de uma empresa familiar, ou seja, uma empresa administrada e gerida por seus proprietários. Também tem como escopo apreender os fatores relevantes da estrutura frente ao cenário anteriormente descrito, assim como perceber as principais características dos gerentes da organização familiar e a influência do modelo estrutural adotado e do perfil gerencial em face da satisfação do corpo operacional, isto é, dos funcionários. Para tanto, foi selecionada uma empresa tipicamente familiar, administrada e gerida por seus proprietários, in casu, marido e mulher, que atua no setor de prestação de serviços de comércio exterior e cuja zona de influência e atendimento, muito embora sua matriz esteja localizada na cidade de São José dos Campos - SP, perfaça localidades mais representativas da economia brasileira e mundial, por intermédio de suas filiais, parceiros de risco e representantes. Tal aspecto significou, para a metodologia de pesquisa empregada, a coleta de dados perante gerentes e funcionários co-localizados em todas as unidades da empresa selecionada.
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Löfgren, Victoria, and Aivi Eklund. "Organizational Structure, Communication, and Performance : Relationship to integrated management system." Thesis, Uppsala universitet, Institutionen för samhällsbyggnad och industriell teknik, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-444754.

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The study aims to research factors that impact organizational structure, communication, performance, and if the management system has any significant ability to improve the outcome. The study is a case study of an organization where twenty-five employees were invited to participate in the survey and express how they perceive the management system. Interview with a CEO of the organization and access to the intranet and management system gave another set of data analyzed and researched with the help of theories. The results show that the organizational structure, communication, and performance cannot function without each other. Structure impacts the communication and performance of the organization. Simultaneously, successful communication is a vital ingredient for the structure to function and increase performance. The management system is the center for organizational structure and performance. Successful integration of the management system improves the information flow, increasing efficiency, performance, and profitability in the organization. A functioning and collaborative management system is the key to increased quality in every area of the organization. It fulfills the social demand for sustainability and quality vital for surviving the competitive market and being prepared for unexpected future events such as Covid-19. Available various technological and digital tools for quality improvement and communication have been the savior for many businesses worldwide.
Studien syftar till att undersöka faktorer som påverkar organisationsstruktur, kommunikation, prestanda och om ledningssystemet har någon betydande förmåga att förbättra resultatet. Studien är en fallstudie av en organisation där tjugofem anställda var inbjudna att delta i undersökningen och uttrycka hur de uppfattar ledningssystemet. Intervju med en VD för organisationen och tillgång till intranätet och ledningssystemet gav ytterligare en uppsättning data som analyserades och forskades med hjälp av teorier. Resultaten visar att organisationsstruktur, kommunikation och prestanda inte kan fungera utan varandra. Struktur påverkar organisationens kommunikation och prestanda. Samtidigt är framgångsrik kommunikation en viktig ingrediens för att strukturen ska fungera och öka prestanda. Ledningssystemet är centrum för organisationsstruktur och prestanda. Framgångsrik integration av ledningssystemet förbättrar informationsflödet, ökar effektiviteten, prestanda och lönsamhet i organisationen. Ett fungerande och samverkande ledningssystem är nyckeln till ökad kvalitet inom alla områden i organisationen. Det uppfyller den sociala efterfrågan på hållbarhet och kvalitet som är avgörande för att överleva den konkurrensutsatta marknaden och vara beredd på oväntade framtida händelser som Covid-19. Tillgängliga olika tekniska och digitala verktyg för kvalitetsförbättring och kommunikation har varit en undsättare för många företag världen över.
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Sweo, Robert (Robert Edward). "Toward the Development of Information Technology Variables to Help Predict Organizational Structure." Thesis, University of North Texas, 1995. https://digital.library.unt.edu/ark:/67531/metadc278238/.

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There is a growing awareness that information technology plays a critical role in helping determine organizational structure. Unfortunately, that role has not been adequately defined. This study provides a foundation for an increase in our understanding of the relationship between information technology and organizational structure by defining a new set of information technology variables and identifying differences in organizational structure based on these new variables.
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Holloway, Samuel Scott 1974. "When does the network organizational form fail? Examining the impact of project characteristics on organizational structure and performance." Thesis, University of Oregon, 2009. http://hdl.handle.net/1794/10222.

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xv, 228 p. : ill. A print copy of this thesis is available through the UO Libraries. Search the library catalog for the location and call number.
This dissertation integrates economic and sociological approaches to network organizing to explain the structure and performance of network organizational forms. Previous theorizing from economics and sociology linked network organizational structure to "pairwise" or dyadic assessments of transaction efficiency and relational efficacy. Research based on these theories offered only partial understanding of network organizational performance because this work ignores the impact of multiple dyads interacting simultaneously, which occurs at the network level of analysis. This study integrates economic and sociological theories, treating them as interdependent explanations of network structure and performance. Theory is developed at the network level of analysis, which is necessary to explain the structure and performance of network organizations. Taking a network governance perspective, I formulate a theoretical model predicting the impact of exchange conditions upon the structure and performance of network organizations. I focus upon a specific variant of network organizations, "temporary interorganizational networks" (TINs), and develop and test hypotheses derived from transaction cost economics and from the sociological perspective focusing on relational embeddedness. I test these hypotheses by constructing a unique dataset containing comprehensive financial, organizational, and performance information regarding a population of network organizations during the years 2000-2007. Each observation in this dataset constitutes a network form designed to address a specific project, and these observations include both those networks that succeeded and those that failed. The study's design overcomes a limitation of prior cross-sectional analyses: Most prior analyses treat network ties as durable and assume that all ties add value to an organization. This assumption is challenged by empirical findings suggesting that the value of a relational tie decays rapidly with time. In contrast, the transient relationships common in TINS repeatedly form and dissolve over time. By observing both the formation and dissolution of ties and both successful and unsuccessful interorganizational networks, this study is among the first to test the full range of network organizational performance. My results indicate that exchange conditions significantly affect both the structure and performance of the network organizational form. Additionally, analyses reliably predict failure of the network form, which amends and extends prior theory.
Committee in charge: Alan Meyer, Chairperson, Management; Michael Russo, Member, Management; Anne Parmigiani, Member, Management; William Starbuck, Member, Management; Renee Irvin, Outside Member, Planning Public Policy & Mgmt
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Atkinson, T. D. "Improving organizational structure at Brunswick Street Baptist Church." Theological Research Exchange Network (TREN) Access this title online, 2004. http://www.tren.com.

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

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

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

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

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

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Max, Reiboldt J., ed. IPA management: Organizational structure and strategic planning. New York: McGraw-Hill, 1999.

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

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

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

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

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

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

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Book chapters on the topic "Organizational management structure"

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

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

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

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

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

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

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

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

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

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Kugeler, Martin, and Michael Vieting. "Design of a Process-Oriented Organizational Structure." In Process Management, 187–228. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-15190-3_7.

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Conference papers on the topic "Organizational management structure"

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

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

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

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Al Majzoub, Khaled, and Vida Davidavičienė. "ORGANIZATION BEHAVIOR CHANGES CAUSED BY INFORMATION AND COMMUNICATION TECHNOLOGIES." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.15.

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The development and use of Information and communication technology(ICT) is growing at a rapid speed across the world. The number of internet (as well as other technologies) users increased by 27,750% from 1993 (14 million) until 2017 (3,885,567,619) users according to internetworldstats. ICT is becoming essentials in all organization, and organizations cannot survive or compete without using these technologies. Although some researches were done on the effects of these technologies on organizations behaviours, they still in initial stages. The following article examine the effect of ICT on organizational behaviours, especially on Organizational Design how ICT changes the organizational structure and what are the organizations formed, Intelligence in what way knowledge is created and strategically used, and Decision Making how it will affect the speed and accuracy of decision making. Methods used in the article are scientific literature analysis, synthesis and comparison.
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Budić, Hrvoje, Drago Pupavac, and Antun Marinac. "ORGANIZATIONAL DIMENSIONS AND THEIR IMAPACT ON THE ORGANIZATIONAL STRUCTURE." In 4th International Scientific – Business Conference LIMEN 2018 – Leadership & Management: Integrated Politics of Research and Innovations. Association of Economists and Managers of the Balkans, Belgrade, Serbia et all, 2018. http://dx.doi.org/10.31410/limen.2018.247.

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

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

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

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

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Chen, X. L., A. Mahling, R. Riedel, and E. Mueller. "Organizational structure and the dynamics of collaboration relationship." In 2015 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2015. http://dx.doi.org/10.1109/ieem.2015.7385689.

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Reports on the topic "Organizational management structure"

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

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

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

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Knotek-Smith, Heather, and Jeffrey Gerald. Environmental Quality Requirements Model Program Objective Memorandum Fiscal Years 2021–2025. Engineer Research and Development Center (U.S.), December 2020. http://dx.doi.org/10.21079/11681/39101.

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This document describes the methodology used to evaluate the costs incurred by organizations involved in planning, programming, budgeting, and execution of the Army’s environmental programs and estimating those costs for future year planning cycles, this model is referred to as the Environmental Quality Requirements Model (EQRM). The EQRM is used to develop the budget positions as presented to Congress to obtain the Operations and Maintenance appropriations. These appropriations fund the Environmental Quality Program which includes Compliance, Conservation and Pollution Prevention requirements. The model encompasses the commands under the funding structure of the Deputy Chief of Staff – G9 Installations which includes the following: Installation Management Command, the Army National Guard, the Army Reserve Command, and the Army Materiel Command.
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