Готові списки джерел за темами / Structures of organization

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  1. Статті в журналах
  2. Дисертації
  3. Книги
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  5. Тези доповідей конференцій
  6. Звіти організацій

Добірка наукової літератури з теми "Structures of organization"

Автор: Grafiati
Опубліковано: 30 травня 2022
Оновлено: 31 травня 2022

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Статті в журналах з теми "Structures of organization"

1

Riznić, Dejan, Radmilo Nikolić, Aleksandra Fedajev, and Goran Stojanović. "New Organizational Structures in Machine Industry Companies." Applied Mechanics and Materials 806 (November 2015): 294–301. http://dx.doi.org/10.4028/www.scientific.net/amm.806.294.

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Анотація:
Most enterprises in the Serbian economy are guided, structured and culturally oriented in a way that accepts only minor changes. When such companies face with the challenges from the environment, they respond in an inadequate manner and with a delay. There is an increasing need for the enterprise to have a strategy which is harmonized with the structure that allows normal functioning and, on the other hand, to has an ability to notice and make innovative changes. The organization is successful if its organizational structure allows it through the continuous process of designing and process of making decisions about a number of issues with regards on the form, system and characteristics of the organization (enterprise) of machine industry. Regardless of the size and diversification of the organization, when designing new solutions an attention should be paid to the future of the organization for the challenges yet to come, but also on the motivation of individuals related to the organization's goals. Today doing business is more complex and constantly seeks creation of added value and competitive advantages. New opportunities for better business are within the organizations and through the achievement of efficiency and effectiveness by involving all stakeholders.
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2

Nagaldinne, Madan, and Shweta Shukla. "Organization Structures in new age Organization and Organizations of the Future." NHRD Network Journal 5, no. 2 (April 2012): 46–51. http://dx.doi.org/10.1177/0974173920120208.

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3

Jones, Gareth R. "Organization-Client Transactions and Organizational Governance Structures." Academy of Management Journal 30, no. 2 (June 1987): 197–218. http://dx.doi.org/10.5465/256270.

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4

JONES, G. R. "ORGANIZATION-CLIENT TRANSACTIONS AND ORGANIZATIONAL GOVERNANCE STRUCTURES." Academy of Management Journal 30, no. 2 (June 1, 1987): 197–218. http://dx.doi.org/10.2307/256270.

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5

Baloch, Sameen, and Azhar M. Khan. "Linkages between Organization Design Structures, Performance Measurement Systems and Project Performance in Project Based Technical Environment—An Empirical Analysis." International Journal of Information Technology Project Management 4, no. 1 (January 2013): 72–87. http://dx.doi.org/10.4018/jitpm.2013010106.

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Анотація:
The purpose of this paper is to examine the socio-technical structures prevailing in technical organizations. It explores relationships that exist between technical and social structures and imperative project management practices, using statistical techniques. The study investigates links between organization design structures, project management performance, multiple dimensions of project managers’ competencies including personal, business knowledge, interpersonal and managerial competencies and project performance. A systematic teardown approach was adopted for the analysis of various competencies. The statistical analysis technique, ANOVA (Analysis of Variance) was conducted to validate various factors. The results of statistical analysis has shown that organization design structures are not the major determinants, only organizational design structures with functionally structured resource distributions are established as determinants of project management performance. Furthermore, it was proven that the project managers’ competencies have a major influence on project performance. This study will help to improve performance of technical projects and will lay a foundation for the framework of improvement and development of organizations.
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6

Abdel Rahman, Abdel Rahman Ahmad. "An Islamic Perspective on Organizational Motivation." American Journal of Islam and Society 12, no. 2 (July 1, 1995): 185–203. http://dx.doi.org/10.35632/ajis.v12i2.2386.

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Анотація:
Organizations are an indispensable part of our lives, for they provideservices for satisfying our basic needs. Central to any organization's performanceis the motivation of its members. Indeed, organizational motivationis related closely to some fundamental questions in organizationtheory in particular and to public administration in general. Such questionsfocus on how organizations can be made efficient and responsiveor accountable to their clients. Since organizations are simply humancollectivities, in essence these questions apply to organizational membersand, in particular, to what motivates them to be efficient and responsive.Although various models of organization have addressed, eitherimplicitly or explicitly, the question of motivation in organizations, theyhave yet to come up with satisfactory answers. The significance of organizationalmotivation does not consist of its close relationship to the fundamentalquestions of organizational efficiency and responsiveness alone,but also of its relevance to how organizations are structured. As this latterconsideration may affect such concepts as human dignity, freedom,respect, brotherhood, and justice, this is tantamount to saying that organizationalstructures are not morally or spiritually neutral, inasmuch as thesevalues have moral and spiritual roots.Organizational structures are founded on certain underlyingassumptions about human nature and motivation that underpin severalprincipal organization models. One common characteristic of thesemodels is the assumption that the individual has certain self-centeredneeds that govern his/her behavior and that the organization can, by satisfyingthese needs, motivate the individual to contribute towards the ...
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7

Abdel Rahman, Abdel Rahman Ahmad. "An Islamic Perspective on Organizational Motivation." American Journal of Islam and Society 12, no. 2 (July 1, 1995): 224–39. http://dx.doi.org/10.35632/ajis.v12i2.2388.

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Анотація:
Organizations are an indispensable part of our lives, for they provideservices for satisfying our basic needs. Central to any organization's performanceis the motivation of its members. Indeed, organizational motivationis related closely to some fundamental questions in organizationtheory in particular and to public administration in general. Such questionsfocus on how organizations can be made efficient and responsiveor accountable to their clients. Since organizations are simply humancollectivities, in essence these questions apply to organizational membersand, in particular, to what motivates them to be efficient and responsive.Although various models of organization have addressed, eitherimplicitly or explicitly, the question of motivation in organizations, theyhave yet to come up with satisfactory answers. The significance of organizationalmotivation does not consist of its close relationship to the fundamentalquestions of organizational efficiency and responsiveness alone,but also of its relevance to how organizations are structured. As this latterconsideration may affect such concepts as human dignity, freedom,respect, brotherhood, and justice, this is tantamount to saying that organizationalstructures are not morally or spiritually neutral, inasmuch as thesevalues have moral and spiritual roots.Organizational structures are founded on certain underlyingassumptions about human nature and motivation that underpin severalprincipal organization models. One common characteristic of thesemodels is the assumption that the individual has certain self-centeredneeds that govern his/her behavior and that the organization can, by satisfyingthese needs, motivate the individual to contribute towards the ...
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8

Ruekert, Robert W., Orville C. Walker, and Kenneth J. Roering. "The Organization of Marketing Activities: A Contingency Theory of Structure and Performance." Journal of Marketing 49, no. 1 (January 1985): 13–25. http://dx.doi.org/10.1177/002224298504900102.

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Previous analysis of marketing organization has focused on the coordination of marketing activities and on organizational forms used to accomplish this, while ignoring the organization of marketing tasks at the work unit level. This article develops a contingency approach to the structure and performance of marketing activities at the work unit level, as well as higher levels within organizations, by blending the theoretical implications of traditional organization theory and transaction cost economics. Four propositions are developed to explain the effectiveness, efficiency, and adaptiveness of various marketing organizational structures. In addition, four basic structures of marketing organization are also explored.
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9

Ford, Robert C., and W. Alan Randolph. "Cross-Functional Structures: A Review and Integration of Matrix Organization and Project Management." Journal of Management 18, no. 2 (June 1992): 267–94. http://dx.doi.org/10.1177/014920639201800204.

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Анотація:
In this article, we review and summarize the literature on crossfunctional organization forms that has been published since 1976. We focus on the commonalities of the literatures that deal with matrix organization and project management. With a definition of cross-functional organization in hand, we review the literature for advantages and disadvantages of these organization forms, ending the section with a discussion of the great needfor empirical research to resolve numerous questions and paradoxes. Finally, we review a model for effective cross-functional organizations, comprising environmental influences, organizational characteristics, project characteristics, project team characteristics, project leader characteristics, and project effectiveness. Each section ends with a discussion of needed research, and the article ends with a call for research and theory building regarding cross-functional organizations, which continue to grow in application importance.
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Isroilov, Bahodir Ibragimovich, and Ilhom Sayitkulovich Ochilov. "Improvement Of Organizational And Economic Mechanisms Of Organization Of Vine Clusters." American Journal of Social Science and Education Innovations 03, no. 08 (August 31, 2021): 27–33. http://dx.doi.org/10.37547/tajssei/volume03issue08-07.

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The article analyzes the role and importance of cluster structures in the development of the agricultural sector and foreign experience in organizing their activities. The authors also assessed the organizational mechanisms of agro-clusters and their role in improving the efficiency of cluster performance. As a result of the research, recommendations have been developed to improve the organizational and economic mechanisms of agro-clusters in Uzbekistan.
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Дисертації з теми "Structures of organization"

1

Li, Zhichuan Han Yijie. "Modeling organization structures in UML." Diss., UMK access, 2007.

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Анотація:
Thesis (M.S.)--School of Computing and Engineering. University of Missouri--Kansas City, 2007.
"A thesis in computer science." Typescript. Advisor: Yijie Han. Vita. Title from "catalog record" of the print edition Description based on contents viewed Nov. 13, 2007. Includes bibliographical references (leaves 46-48). Online version of the print edition.
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2

Meijer, Bart Ruurd. "Organization structures for dealing with complexity /." [S.l.] : [s.n.], 2006. http://opac.nebis.ch/cgi-bin/showAbstract.pl?u20=9789090206424.

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3

Reichert, Alexander Philipp. "Logistics organization structures and corporate strategy." Thesis, Massachusetts Institute of Technology, 1997. http://hdl.handle.net/1721.1/10188.

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Анотація:
Thesis (M.S.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering, 1997.
Includes bibliographical references (p. [110]-115).
by Alexander Philipp Reichert.
M.S.
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4

Hall, Christopher Aaron 1964. "Organizational Support Systems for Team-Based Organizations: Employee Collaboration through Organizational Structures." Thesis, University of North Texas, 1998. https://digital.library.unt.edu/ark:/67531/metadc279218/.

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The purpose of this study was to examine relationships between organizational support and Effectiveness, Empowerment, and team characteristics. Support was operationalized by nine systems: Executive Management, Direct Supervision, Group Design, Performance Definition, Performance Review, Training, Rewards, Information, and Integration. Support was rated in two ways: how important is support for performing work (Importance scales), and how does support describe work environments (Presence scales).
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Shackelford, Kelsey. "COLLABORATIVE ORGANIZATIONAL STRUCTURES AMONG ARTIST MEMBER AND OTHER RELATED ORGANIZATIONS." UKnowledge, 2018. https://uknowledge.uky.edu/cld_etds/44.

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Kentucky has a rich cultural and artistic tapestry that is part of the economic future of the state. An important consideration of this future is the artist-member organizations that serve Kentucky creatives and how they work together collaboratively, both internally and externally. The objective of this study was to see how ten different organizations viewed themselves and interacted with their communities in the way in which they are structure, or lack a definite structure as is the case with several different groups. Through web analysis and a series of interviews with organizations that provide benefits to Kentucky artists, we learn that there are no strict definitions to what these organizations are and that to continue, they will have to continue to become flexible and open to changes that may come their way.
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6

Skogmalm, Martin. "Project Based Organizations: Strengths & Weaknesses." Thesis, Linnaeus University, Linnaeus School of Business and Economics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-6408.

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Background: Today companies operate in a market that increasingly is becoming global, and where technological development is advancing ever faster. Global competition, shorter product life cycles and constant reorganization of business puts increasing demands on companies and projects that are under their control. As a result of this trend more and more organizations in different industries are working on a project basis.

Objective: To identify and address the strengths and weaknesses of project based organizations.

Boundaries: Three business units within different companies will be analyzed in order to deduct a conclusion to the research question.

Method: A qualitative method has been used. The empirical material was analyzed based on theory.

Results: A project based organization promotes higher flexibility in comparison to a functional organization. The organizational structure of a project based organization provides employees with interesting tasks and the possibility to work in and learn from cross functional teams. Although this has a negative impact on ones work life balance. A key weakness is the organizational integration, which includes: knowledge management, implementation of strategies and focus beyond projects, resource coordination and human resource management.

Proposal for further research: An in-depth study on how project based organizations promote innovation.

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Subramani, Smrithika [Verfasser]. "Self-organization of microtubules for biomimetic structures / Smrithika Subramani." Göttingen : Niedersächsische Staats- und Universitätsbibliothek Göttingen, 2021. http://d-nb.info/1237128560/34.

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Petropoulos, Georgios. "Three Essays in Industrial Organization, Market Structures and Investment Incentives." Thesis, Toulouse 1, 2017. http://www.theses.fr/2017TOU10032.

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Le résumé en français n'a pas été communiqué par l'auteur
Markets and their operation is of vital importance for economic efficiency and growth. In this thesis I analyse market strategies underlying the important factors that guarantee the optimality of firms' investments for three different market environments. The first chapter refers on how we can use state-of-art instruments by the transmission network of the electricity market to induce the generators to adopt optimal investment planning. Coordinating the timing and location of new production facilities is one of the challenges of liberalized power sectors. It is complicated by the presence of transmission bottlenecks, oligopolistic competition, and the unknown prospects of low-carbon technologies. We build a model encompassing a late and early investment stage, two technologies, and a single transmission bottleneck and compare dynamic efficiency of several market designs. Allocating network access on a short-term competitive basis distorts investment decisions as firms will pre-empt competitors by investing early. Compensating early investors for future network congestion, as is the case in the E.U., only exacerbates this problem. Dynamic efficiency is restored with long-term transmission rights that can be resold on a secondary market. As early investment lowers the resale value of the transmission rights, firms will invest optimally. We show that dynamic efficiency does not require firms to trade physical rights for accessing the transmission line, but financial rights on receiving the scarcity revenues generated by the transmission line suffice. The second chapter focuses on investments on innovation and the way they are particularly affected for different types of industries by product market competition and the existence of financial constraints. It illustrates that, besides its well-studied impact on the incentives to innovate, product market competition also affects the financial capacity to innovate. As innovation projects are by definition risky and external financing is subject to moral hazard concerns, lenders may be reluctant to finance the projects of firms that are not considered credible borrowers. I develop a step-by-step innovation model and show how product market competition may restrict the ability of firms to be credible borrowers. This effect can become the main driver of R&D activities when firms are financial constrained and market competition fierce. It is the follower firms in sectors with high technology dispersion that are mostly affected. Moreover, for intermediate levels of competition, financial constraints induce firms in industries with low technology dispersion to invest more in R&D and move toward the technological frontier as they reduce the ability of their competitors that left behind to innovate. The last chapter focuses on competition for prominence in the organic results of a search engine which account for more than 80-90% of online traffic. Firms decide about how to allocate their investments between search engine optimization strategy and improvement of their products and services' quality. Using a monopolistic competition model with consumer search we evaluate the impact of the search engine algorithm on firms' optimal allocation of investments, estimating how quality is affected by the presence of search engine optimization techniques. We find that despite the additional investment cost, search engine optimization helps search engines to rank more efficiently firms and consequently it induces firms to invest more in the quality of their products. Consumer surplus also increases as consumers find easier good matches to their queries at minimum search cost. Under particular conditions total welfare also increases
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Khaustova, Y. "Organization of open innovative structures in higher education institutions (HEI)." Thesis, Київський національний університет технологій та дизайну, 2020. https://er.knutd.edu.ua/handle/123456789/15811.

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Kirkpatrick, Ian. "Rules, negotiations and control : the case of a public service organization." Thesis, Cardiff University, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.360206.

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Книги з теми "Structures of organization"

1

H, Hall Richard. Organizations: Structures, processes, and outcomes. 9th ed. Upper Saddle River: Prentice Hall, 2005.

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2

Hall, Richard H. Organizations: Structures, processes and outcomes. 6th ed. London: Prentice-Hall, 1996.

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3

H, Hall Richard. Organizations: Structures, processes and outcomes. 5th ed. Englewood Cliffs: Prentice-Hall, 1991.

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4

Herzog, James H. Design and organization of computing structures. Wilsonville, OR: Franklin, Beedle, 1996.

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5

Rhinencephalic structures and their anatomical organization. Praha: Univerzita Karlova, 1987.

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6

Lupton, Tom. The design of organisation structures. Manchester: Manchester Business School, 1986.

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7

Hult, Karen Marie. Governing public organizations: Politics, structures, and institutional design. Pacific Grove, Calif: Brooks/Cole Pub. Co., 1990.

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8

File structures: An analytic approach. Englewood Cliffs, N.J: Prentice Hall, 1988.

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9

H, Donnelly James, and Ivancevich John M, eds. Organizations: Behavior, structures, processes. 6th ed. Dallas: Business Publications, 1988.

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10

Tanaka, Katsumi. Information Organization and Databases: Foundations of Data Organization. Boston, MA: Springer US, 2000.

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Частини книг з теми "Structures of organization"

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Rodenhausen, Hermann. "Phenomena of self-organization." In Knowledge Structures, 229–45. Berlin, Heidelberg: Springer Berlin Heidelberg, 1994. http://dx.doi.org/10.1007/978-3-642-52064-8_7.

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2

Catalani, Mario S., and Giuseppe F. Clerico. "Organization, Loyalty and Efficiency." In Decision Making Structures, 133–49. Heidelberg: Physica-Verlag HD, 1996. http://dx.doi.org/10.1007/978-3-642-50138-8_10.

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3

Schwizer, Paola. "Organizational Structures." In Strategy and Organization of Corporate Banking, 63–106. Berlin, Heidelberg: Springer Berlin Heidelberg, 2005. http://dx.doi.org/10.1007/3-540-26747-6_4.

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Sahay, Arun. "Organization: Structures, Frameworks, Reporting." In Business Management and Environmental Stewardship, 138–54. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-349-92307-6_8.

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Li, Ke-Hsueh. "Uncertainty Principle, Coherence and Structures." In On Self-Organization, 245–55. Berlin, Heidelberg: Springer Berlin Heidelberg, 1994. http://dx.doi.org/10.1007/978-3-642-45726-5_15.

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Teufel, Bernd. "Expressions and Control Structures." In Organization of Programming Languages, 69–87. Vienna: Springer Vienna, 1991. http://dx.doi.org/10.1007/978-3-7091-9186-6_4.

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Lim, Seung-Jin, and Yiu-Kai Ng. "Converting the Syntactic Structures of Hierarchical Data to Their Semantic Structures." In Information Organization and Databases, 343–55. Boston, MA: Springer US, 2000. http://dx.doi.org/10.1007/978-1-4615-1379-7_24.

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Motte, Laurence, Alexa Courty, Anh-Tu Ngo, Isabelle Lisiecki, and Marie-Paule Pileni. "Self-Organization of Inorganic Nanocrystals." In Nanocrystals Forming Mesoscopic Structures, 1–47. Weinheim, FRG: Wiley-VCH Verlag GmbH & Co. KGaA, 2006. http://dx.doi.org/10.1002/3527607587.ch1.

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Stringam, Betsy Bender, Joselyn Goopio, Basak Denizci-Guillet, and Hjalte Brøndum Mansa. "Hospitality Industry Structures and Organization." In The Routledge Companion To International Hospitality Management, 49–64. Title: The Routledge companion to international hospitality management / edited by Marco A. Gardini, Michael C. Ottenbacher and Markus Schuckert. Description: New York: Routledge, 2021. | Series: Routledge companions in business, management and marketing: Routledge, 2020. http://dx.doi.org/10.4324/9780429426834-6.

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Carstens, Deborah Sater, and Gary L. Richardson. "Project Organization and Authority Structures." In Project Management Tools and Techniques, 19–30. Second Edition. | Boca Raton : CRC Press, 2019. | Revised edition of Project management tools and techniques, [2013]: CRC Press, 2019. http://dx.doi.org/10.1201/9780429263163-4.

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Тези доповідей конференцій з теми "Structures of organization"

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Ferreira Leite, Leonardo Alexandre, Fabio Kon, and Paulo Meirelles. "Understanding context and forces for choosing organizational structures for continuous delivery." In XI Congresso Brasileiro de Software: Teoria e Prática. Sociedade Brasileira de Computação - SBC, 2020. http://dx.doi.org/10.5753/cbsoft_estendido.2020.14609.

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In this research, we aim to understand the organizational structures adopted by software-producing organizations for managing IT technical teams in a continuous delivery context. Following Grounded Theory guidelines, we interviewed 46 IT professionals to investigate how organizations pursuing continuous delivery organize their development and operations teams. Among our results, we discovered four organizational structures: (1) siloed departments, (2) classical DevOps, (3) cross-functional teams, and (4) platform teams. After having discovered such structures and their properties, we describe, in this paper, our plans to better understand which contextual properties and forces lead an organization to adopt an organizational structure to the detriment of the other ones.
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OBAL, MICHAEL, and JANET SATER. "Adaptive structures programs for the Strategic Defense Initiative Organization." In 33rd Structures, Structural Dynamics and Materials Conference. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1992. http://dx.doi.org/10.2514/6.1992-2338.

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GENEMARAS, W., and G. NEVILL, JR. "Identification and organization of heuristic knowledge for automatedstructural design." In 27th Structures, Structural Dynamics and Materials Conference. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1986. http://dx.doi.org/10.2514/6.1986-986.

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4

Cooper, Kristi L., Richard O. Claus, Jeffrey B. Mecham, Keith Huie, and Rochael Swavey. "Self-organization of macromolecular materials by self-assembly." In Complex Adaptive Structures, edited by William B. Spillman, Jr. SPIE, 2001. http://dx.doi.org/10.1117/12.446781.

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Disset, Jean, Sylvain Cussat-Blanc, and Yves Duthen. "Self-Organization of Symbiotic Multicellular Structures." In Artificial Life 14: International Conference on the Synthesis and Simulation of Living Systems. The MIT Press, 2014. http://dx.doi.org/10.7551/978-0-262-32621-6-ch087.

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Malgorzata Ali, Irena. "Doing the Organizational Tango: Symbiotic Relationship between Formal and Informal Organizational Structures for an Agile Organization." In InSITE 2016: Informing Science + IT Education Conferences: Lithuania. Informing Science Institute, 2016. http://dx.doi.org/10.28945/3441.

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[This paper is published in the Interdisciplinary Journal of Information, Knowledge, and Management, Volume 11.] This paper reports on research with a broad objective to examine the relationship between two organizational entities, the formally structured organization and informal organizational structures, in a changing operational environment, more specifically during military deployments. The paper draws on organizational and complexity paradigms; based on empirical evidence obtained through qualitative techniques, it describes mechanisms that enable a symbiotic relationship between these two organizational structures in a complex operational landscape. Substantive findings provide insights into the dynamics of the interactions between these structures and illuminate the relationship between three enabling factors – accountability, responsible autonomy, and command and control arrangements – that need to be considered to fully exploit the strengths inherent in both formal and informal structures. Based on these findings, a model for enhancement of organizational agility in response to changes in a complex operational environment is described. The model is predicated on feedback and mutual adjustment of the organization, institution and individual through sensemaking; it illustrates the dynamic nature of interactions that are required for such a response.
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Kadem, Mohammad, Karam Yateem, Abdullah Alghamdi, Mujtaba Shurafa, and Hussain Saiood. "Bridging Knowledge Gaps Through an Integrated Structured Production Engineering Knowledge Management Program: A Story to Tell and Adopt." In Offshore Technology Conference. OTC, 2022. http://dx.doi.org/10.4043/32114-ms.

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Abstract Knowledge management is the process of defining, structuring, storing, and sharing knowledge and experiences of employees within an organization to increase workplace efficacy and improve general decision-making capabilities. This paper aims to shed light on a structured production engineering knowledge management program and its initiatives for enhancing an organization's performance with associated factors such as learning from remote locations and the availability of subject matter experts. Knowledge management structure has three main pillars: organizational culture, governance, and technology, which are all integrated to obtain an effective production engineering knowledge management structure. The cultural pillar is captured by formulating a two-year plan and implementing knowledge management process requirements, benchmarking the best practices, and revising the target on a regular basis. Technology is captured through the production engineering community of practice, where people gather in one place to share knowledge and best practices. Governance has a structured architectural plan where the key performance indicators of production engineering knowledge assets and events are monitored regularly. The Knowledge Asset Index was exceeded due to the implementation of several initiatives such as the incubation of specific instruction manuals for Intelligent Field equipment, which aims to address layouts of roles and responsibilities involving all concerned organizations to maintain healthy Intelligent Field equipment. For the Knowledge Events Index, the organization's subject matter expert conducted an in-house Intelligent Field training course and technical publication writing workshops to improve all engineers' awareness and training for more than 200 professionals. With an excellent implementation of the production engineering community of practice plans, the knowledge management team won an award due to a remarkable participation index increase. The results show that well-planned knowledge management has a number of advantages to an organization. Some of these benefits include increased workplace efficiency, which allows consistency in information provided to knowledge recipients, improved skill growth and development in employees, and improved decision making in the organization. This paper will serve as a motivation to knowledge management structures by implementing knowledge performance measures pertaining to production engineering. The benefits of this process to future quantifications are that it allows even quicker decision-making skills in the workplace and works to reduce organizations' training times, which can result in bridging knowledge gaps.
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Bannerman, Paul L. "Risk Implications of Software Project Organization Structures." In 2009 Australian Software Engineering Conference. IEEE, 2009. http://dx.doi.org/10.1109/aswec.2009.16.

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Spiridonov, Roman E., Sergey A. Akentev, Kirill S. Ilin, and Pavel S. Chigvintsev. "Multi User Text Editor Data Structures Organization." In 2019 III International Conference on Control in Technical Systems (CTS). IEEE, 2019. http://dx.doi.org/10.1109/cts48763.2019.8973270.

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Ostapchuk, A. A., and D. V. Pavlov. "Investigation of self-organization processes of thin granular layers under shear." In ADVANCED MATERIALS WITH HIERARCHICAL STRUCTURE FOR NEW TECHNOLOGIES AND RELIABLE STRUCTURES. AIP Publishing LLC, 2015. http://dx.doi.org/10.1063/1.4932859.

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Звіти організацій з теми "Structures of organization"

1

Obal, Michael, and Janet M. Sater. Adaptive Structures Programs for the Strategic Defense Initiative Organization. Fort Belvoir, VA: Defense Technical Information Center, January 1992. http://dx.doi.org/10.21236/ada344770.

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2

Moomn, Henry, John R. Hollenbeck, Daniel R. Ilgen, Bradley West, Aleks Ellis, Stephen Humphrey, and Christopher Porter. Asymmetry in Structural Movement: Challenges on the Road to Adaptive Organizational Structures. Fort Belvoir, VA: Defense Technical Information Center, January 2000. http://dx.doi.org/10.21236/ada458027.

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3

Nolan, Parker Stephen. Network Theory: How Can Its Application Cultivate the Conditions to Support Young Creatives? Creative Generation, October 2021. http://dx.doi.org/10.51163/creative-gen004.

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As observers to the intersectional fields of culture, education, and social change, Creative Generation witnessed the chosen organizational structure of “networks” come into vogue – particularly as smaller, community-based organizations have begun to participate in larger-scale, collaborative initiatives. In almost all examples, the individuals and organizations involved do their collaborative work through a “network,” using any number of connections and patterns. This qualitative inquiry sought to understand how applying Network Theory to organizational structures can cultivate the conditions to support young creatives. Through literature and conducting interviews with leaders of diverse networks in the arts and cultural education fields, this project provides an overview of Network Theory and examines examples of various models. This report proposes the following set of provocations for the field to interrogate the use of Network Theory in their projects’ implementation: strong connections between the network and its participants, shared power among network leadership and participants, clear expectations about funding, and specific role for young creatives in decision-making.
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4

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

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One of the well-known results of the theory of management is the fact, that multi-stage hierarchical organization of management is unstable. Hence, the ideas expressed in a number of works by Don Tapscott on advantages of network organization of businesses over vertically integrated ones is clear. While studying the basic tendencies of business organization in the conditions of globalization, computerization and internetization of the society and the results of the financial activities of the well-known companies, the authors arrive at the conclusion, that such companies, as IBM, Boeing, Mercedes-Benz and some others companies have not been engaged in their traditional business for a long time. Their partner networks performs this function instead of them. The companies themselves perform the function of system integrators. The Tapscott’s idea finds its confirmation within the framework of a new powerful direction of the development of the modern interdisciplinary science – the theory of the complex networks (CN) [2]. CN-s are multifractal objects, the loss of multifractality being the indicator of the system transition from more complex state into more simple state. We tested the multifractal properties of the data using the wavelet transform modulus maxima approach in order to analyze scaling properties of our company. Comparative analysis of the singularity spectrumf(®), namely, the difference between maximum and minimum values of ® (∆ = ®max ¡ ®min) shows that IBM company is considerably more fractal in comparison with Apple Computer. Really, for it the value of ∆ is equal to 0.3, while for the vertically integrated company Apple it only makes 0.06 – 5 times less. The comparison of other companies shows that this dependence is of general character. Taking into consideration the fact that network organization of business has become dominant in the last 5-10 years, we carried out research for the selected companies in the earliest possible period of time which was determined by the availability of data in the Internet, or by historically later beginning of stock trade of computer companies. A singularity spectrum of the first group of companies turned out to be considerably narrower, or shifted toward the smaller values of ® in the pre-network period. The latter means that dynamic series were antipersistant. That is, these companies‘ management was rigidly controlled while the impact of market mechanisms was minimized. In the second group of companies if even the situation did changed it did not change for the better. In addition, we discuss applications to the construction of portfolios of stock that have a stable ratio of risk to return.
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Levis, Alexander H., M. M. Tomovic, and P. H. Cothier. Information Processing Organizations with Acyclical Information Structures. Fort Belvoir, VA: Defense Technical Information Center, October 1987. http://dx.doi.org/10.21236/ada188980.

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Galiani, Sebastian, Ivan Torre, and Gustavo Torrens. International Organizations and Structural Reforms. Cambridge, MA: National Bureau of Economic Research, June 2015. http://dx.doi.org/10.3386/w21237.

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7

Wilkinson, Anne. An investigation of the relationship of organizational structure to job satisfaction within social service organizations serving elderly clients. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.2922.

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

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

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

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