Статті в журналах: "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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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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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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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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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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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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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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10

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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Santilli, Cecilia, and Roberto Scaramuzzino. "Trajectories of Civil Society Leaders in Italy: Individual Careers, Organizational Structures, and Ideological Affiliations." SAGE Open 11, no. 4 (October 2021): 215824402110615. http://dx.doi.org/10.1177/21582440211061559.

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The aim of this paper is to explore the relationship between individual leaders’ career trajectories and organizational structure and identity in Italian civil society organizations (CSOs) active at national level. The analysis in this qualitative study draws on two sets of data, semi-structured interviews with leaders on their career trajectories and their understanding of what it takes to become a leader of a CSO and short biographies of leaders’ career trajectories. Three main representational logics are idenitified: within: multi-level, within: member-organization, and outside: supporting organization. The two first logics are based on a trajectory within the organizations either departing from the local and regional levels of the same organizations or within one or more member organizations. The third logic is based on a trajectory outside the organization that is marked by the ideological affiliation of the president through leading positions in other organizations within the same movement or field.

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12

Malgorzata Ali, Irena. "Doing the Organizational Tango: Symbiotic Relationship between Formal and Informal Organizational Structures for an Agile Organization." Interdisciplinary Journal of Information, Knowledge, and Management 11 (2016): 055–72. http://dx.doi.org/10.28945/3439.

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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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13

Kurniasih, Denok, and Anggara Setya Saputra. "Mendesain Ulang Organisasi Pelayanan Publik Melalui Digitalisasi Proses Bisnis." Jurnal Ilmu Administrasi Negara ASIAN (Asosiasi Ilmuwan Administrasi Negara) 5, no. 2 (April 2, 2018): 21–30. http://dx.doi.org/10.47828/jianaasian.v5i2.2.

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This study aims to analyze the design changes of public service organizations by taking cases on licensing service organizations in Banyumas Regency. The results show that merging and pruning organizational structure becomes the only way in organizational design changes. This has led to public service organizations stuck on simplifying organizational structures and neglecting business processes. Therefore, through this research obtained an explanation of the importance of redesigning public service organizations by prioritizing the simplification of key business processes within the organization. The integrated organizational design becomes the best choice to realize more responsive and accountable public services. To integrate the process of integration between units within the organization, technology plays a very important role. Any organization that wants to go forward needs to develop a digital-based organization design rather than using a hierarchical mechanism for control and coordination. Such designs require strategic alignment and the culture of digital technology within the organization. The "actors-oriented" principle is central to the design of a digital-based integrated organization. If this is implemented correctly, then the workplace where the members of the organization are located can become more productive

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Hanif, Muhammad Imran, Zara Anwar, and Abu Bakar Abdul Hamid. "The Impact of Organic Structure on HR Practices with Mediation Role of Learning Organization." International Journal of Management Excellence 11, no. 1 (June 30, 2018): 1492–97. http://dx.doi.org/10.17722/ijme.v11i1.997.

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Today any organizational development is highly depending on the best fit structures and effectiveness of its human resources therefore defining the factors which have effect on organizational structure and HR Practices would be valuable in order to increase the competitive advantage of any organization. Any organizational development is mostly depending on the correct usage of organization’s human resources. The study aimed to investigate the organic, structure towards human resource practices when the learning organization mediates specifically in of fast food industry of Pakistan. Questionnaire tool was used for the sample of 200 staff working in different Fast Food Chains. For data evaluation, SPSS program and Correlation and Regression statistical tests has been used. Results Reveals that organic structure has significant relationship on HR Practices. Secondly the organic structure also having a significant impact on learning organization, thirdly learning organization has a significant impact on HR Practices and fourthly the impact of organic structure on HR Practices when the learning organization mediates in the relationship hospitality Services of Pakistan. It helps the organizations to understand the importance of learning organization, structure and adopt best HR Practices. Organic structure which is autocratic in nature is also effective, because workplace environment is very important for the employees. On other hand if employees get better opportunities to learn and grow within same organization they can be more committed to the organization for longer period and will remain more sincere and loyal with organizations’ objectives. The use of organizational structures is not known as much it should be. This study can be evaluated as useful information and guidance for Hospitality industry professionals regarding learning of organization and HR practices

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15

Boissoneau, Robert, and Paul Belton. "CEO Perceptions of Current Union Activity." Public Personnel Management 20, no. 4 (December 1991): 505–20. http://dx.doi.org/10.1177/009102609102000411.

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The purpose of this study is to examine the relationship between the organizational environment and unions as observed by chief executive officers in various industries. The organizational environment in which an executive functions is fruitful ground for management study. Organization theorists and organizational behaviorists are concerned with environmental concepts, structures and processes in analyzing organizational effectiveness. The focus usually is centered on several components of the organization. While undeniably important, such analyses often do not incorporate the antecedent considerations of the particular industry in which the organization is located. For example, the appendage of the medical staff in the hospital organization and the centrality of the faculty in the university organization undoubtedly influence the practice and behavior of the chief executive officer. Since hospital and university organizations are considered two of the most “democratic” organizations, do the CEOs of these institutions use certain management concepts, tools and techniques more than CEOs in other industries?

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Ye. M. Makogonenko, R. Yu Marunych, O. O. Hrabovskyi, G. K. Bereznytskyj, L. V. Pyrogova, G. K. Gogolinskaya, and Ye M. Makogonenko. "Chlorine-binding structures: role and organization in different proteins." Ukrainian Biochemical Journal 93, no. 4 (September 13, 2021): 5–17. http://dx.doi.org/10.15407/ubj93.04.005.

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The review focuses on chloride-binding structures in the proteins of bacteria, plants, viruses and animals. The structure and amino acid composition of the chloride-binding site and its role in the functioning of structural, regulatory, transport, receptor, channel proteins, transcription factors and enzymes are considered. Data on the important role of chloride-binding structures and chloride anions in the polymerization of fibrin are presented.

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17

Szczygielska, Agnieszka. "Hypertext Organization as a Model of Organization Improving the Flow of Knowledge." International conference KNOWLEDGE-BASED ORGANIZATION 25, no. 1 (June 1, 2019): 285–90. http://dx.doi.org/10.2478/kbo-2019-0047.

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Abstract The article refers to a non-classic model of an organization, which is a hypertext organization. The hypertext organization combines a highly hierarchical organizational structure with the flexibility of management solutions supporting the conversion of various types of knowledge. It is considered to be a one of the most adequate models for managing the organization of the 21st century. Thereby, it contains in its assumptions solutions corresponding to challenges of the knowledge age and management of knowledge workers. The hypertext organization is able to successfully meet difficult requirements of the modern market and needs of an evolving society of different generations. It is important to show that the hypertext organization, being able to switch between “contexts” of knowledge creation, enables an efficient response to changing internal and external knowledge requirements. The article is a theoretical discourse, the aim of which is to outline a concise characterization of a new solution in the subject of organizational structures, present the essence of hypertext solutions and show chances and capabilities of knowledge management in such organizations, that finally allow a transformation of institutions in intelligent organizations. Special attention will be paid to strongly hierarchical organizations such as uniformed services, especially the armed forces.

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18

Lee, Choong. "An Exploratory Examination of Casual Models for Telecommunication Technologies, Organizational Structural Attributes and Organizational Performance in the U.S. Manufacturing Sector." Journal of International Business and Economy 5, no. 1 (December 1, 2004): 91–116. http://dx.doi.org/10.51240/jibe.2004.1.6.

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In the past decade there have been significant improvements in Telecommunications Technologies (TT). These have had a profound effect on contemporary organizational structures. In attempting to understand this, a few theoretical works have offered a contingent explanation. To extend these research efforts with empirical evidence, our study tested two alternative models to explain the relationship between TT, organization structure, and the organization’s financial performance. Two models tested different scenarios based upon whether structural change leads to more TT use (the organizational imperative view) or vice versa (the technological imperative view. TT penetration, organizational structure (centralization, formalization, complexity, and integration) and organizational performance were examined using a survey of manufacturing organizations. The results of causal modeling show that the relationship between TT and organizational structure is better explained by the technology imperative, which TT leads to change in organizational structure: the more decentralized, more complex and more integrated organizational structures are the consequence of the higher penetration of TT. None of the models supports the notion that improved financial performance is a direct consequence of the link between TT and alternative organization structures. Although recent literature suggest that TT flattens corporate hierarchy, simplifies business structure and processes, and minimizes the use of conventional integrated mechanism, this study found that greater penetration of TT creates a need for more coordination and allows more complex and larger organization structures to evolve.

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19

MALTSEVA, Raisa I. "SELF-ORGANIZATION OF DISSIPATIVE STRUCTURES." Historical and social-educational ideas 10, no. 5/2 (December 11, 2018): 142–46. http://dx.doi.org/10.17748/2075-9908-2018-10-5/2-142-146.

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20

Prasad, Kondury, and Roland E. Lippoldt. "Organization of clathrin coat structures." Biochemistry 28, no. 8 (April 18, 1989): 3534–40. http://dx.doi.org/10.1021/bi00434a058.

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21

Sakaguchi, H. "Self-Organization of Tree Structures." Progress of Theoretical Physics 88, no. 6 (December 1, 1992): 1225–30. http://dx.doi.org/10.1143/ptp/88.6.1225.

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22

Gupta, Brijendu. "Strategy Ahead-Future Organization Structures." NHRD Network Journal 5, no. 2 (April 2012): 10–14. http://dx.doi.org/10.1177/0974173920120202.

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Chandrasekhar, Sripada, and Shiben Moitra. "Organization structures of the future." NHRD Network Journal 5, no. 2 (April 2012): 15–20. http://dx.doi.org/10.1177/0974173920120203.

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24

Janicki, Tomasz, and Urszula Słupska. "The forming of organizational structures and innovation of the organization." Studia i Prace WNEiZ 48 (2017): 357–68. http://dx.doi.org/10.18276/sip.2017.48/3-29.

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25

Flieger, Michał. "Consistency concept in different organizational structures: functional, process and hybrid." Scientific Journal of the Military University of Land Forces 197, no. 3 (September 11, 2020): 677–87. http://dx.doi.org/10.5604/01.3001.0014.3961.

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Consistency problem in management has been present for some time now. However, organizational consistency usually deals with specific elements that are a given part of an organization, and that need to suit each other. In this article, consistency is seen from a different perspective – as a holistic problem that embraces every aspect of organizations. Moreover, even in the holistic approach, the problem of consistency profile is essential. In every organizational structure, consistency must be achieved, but differently. Thus, the question of what kind of consistency is possible or necessary in terms of a kind of organizational structure arises. The article tries to answer this question. In functional structures, managers have a kind of freedom when they decide on what the consistency platforms should be like. When the organization operates in process or hybrid structures, there is no freedom, and only process profile of consistency platforms should be chosen. The main subject of the article is to drive our attention to consistency as a whole. The article also provides the distinction of the consistency approach according to organizational structure. The outcome may have a great application value for managers.

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Ahmed, Nazim U., Ray Montagno, and Sushil Sharma. "Strategy and Structure in a Virtual Organization." International Journal of E-Adoption 2, no. 4 (October 2010): 48–60. http://dx.doi.org/10.4018/jea.2010100104.

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The business environment of the 21st century require organizations to respond quickly to market demands and thus traditional organization structures and strategy are no longer capable of sustaining the needs of this relentless pace. New forms of organizations in the form of virtual organization (VO) hold promise in the network world. Several organizations worldwide have already been experimenting virtual organizations’ structures and processes. These new virtual structures and processes, however, will require newer strategies to succeed. This paper attempts to highlight some strategy and structural issues of a VO. The study is conceptual in nature and inferences have been drawn from existing literature and practices.

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Raghavan, Raj. "Evolution of Organization Structures in New Age Technology & Research Organizations." NHRD Network Journal 5, no. 2 (April 2012): 58–63. http://dx.doi.org/10.1177/0974173920120210.

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Panin, V., and D. Belikova. "Problems of Improving Organizational Structures Management of Construction Companies." Management of the Personnel and Intellectual Resources in Russia 10, no. 2 (May 26, 2021): 61–64. http://dx.doi.org/10.12737/2305-7807-2021-10-2-61-64.

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In this article, special attention is paid to the issues of improving the organizational structures of management of companies in the construction industry. The criteria for changes in the management structure of the company are being specified; tasks that pose the transformation and optimization of the management structure to business entities. The main reasons for the search for new organizational structures of management in the organizations of the investment and construction sphere are considered; the main reasons that prevent the introduction of methods of structural adjustment. The main problems of the formation and improvement of organizational structures of management in the investment and construction sphere at different levels of the organization are raised. Attention is focused on the main tasks of modernizing the organizational structure of company management.

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DOSI, GIOVANNI, and LUIGI MARENGO. "The dynamics of organizational structures and performances under diverging distributions of knowledge and different power structures." Journal of Institutional Economics 11, no. 3 (June 6, 2014): 535–59. http://dx.doi.org/10.1017/s1744137414000204.

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AbstractIn this work we analyze the characteristics and dynamics of organizations wherein members diverge in terms of capabilities and visions they hold, and interests which they pursue. In particular we examine how different forms of power can achieve coordination among such diverse capabilities, visions, and interests while at the same time ensuring control and allowing mutual learning. By means of a simple simulation model of collective decisions by heterogeneous agents, we will examine three different forms of power, ranging from the power to design the organization, to the power to overrule by veto or fiat the others’ decisions, to the power to shape the very preferences of the members of the organization. We study the efficiency of different balances between the three foregoing mechanisms, within a framework in which indeed organizations ‘aggregate’ and make compatible different pieces of distributed knowledge, but the causation arrow goes also the other way round: organizations shape the characteristics and distribution of knowledge itself, and of the micro ‘visions’ and judgements.

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Ackroyd, Stephen. "Organization Contra Organizations: Professions and Organizational Change in the United Kingdom." Organization Studies 17, no. 4 (July 1996): 599–621. http://dx.doi.org/10.1177/017084069601700403.

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Professions in the United Kingdom have been periodically marginalized and their growth suspended, but they have shown considerable capacity to adapt. The evolution of 'new model' professions at the end of the last century and the beginning of the present one, which occurred without governmental regula tion or patronage, was associated with the development of an effective and independent form of occupational organization for professional groups. This organization combines control of the labour market with informal cooperation and control within employing organizations, and is identified as a form of occupational 'double closure'. It is characteristic for occupations organized in this sort of way to become encapsulated groups or quasi organizations within formal organizations. This argument is developed in the body of the paper through a consideration of the contemporary situation of professionals in man ufacturing industry and the public services, where new model professions have established themselves firmly in the present century, and where there are some very similar informal structures. The influence of current social and economic change on these forms of professional organization is then discussed, and it is argued that although they are clearly embattled in some of the areas of their traditional strength, because of their developed organizational attributes, professional groups are likely to persist. Contemporary management of profes sional services is not without difficulty in these circumstances; and, in areas where professions are well-established, re-organization is taking place round encapsulated professional groups rather than by re-constructing them. Despite some superficial similarities, therefore, the management of services is different between traditional professional services and newer commercial ones. More over, if the account of professional self-organization developed here is a reli able guide, in the longer term we may expect it to extend to new services, despite current differences in their organization and forms of managerial control.

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Ilhan, Ahmet. "COMPARISON OF ORGANIZATIONAL THEORY IN THE AXIS OF THE "PANDEMONIUM" METAPHOR IN MODERN, SYMBOLIC AND POSTMODERN APPROACHES." EURASIAN JOURNAL OF BUSINESS AND MANAGEMENT 8, no. 4 (2020): 292–304. http://dx.doi.org/10.15604/ejbm.2020.08.04.002.

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The development and position of the field of organizational theory differ at certain levels depending on the perspectives emerging in different periods. It is thought that analyzing organizational theory in the context of different perspectives adds diversity to organizational research within the development line. In addition, the linguistic codes used in different periods to understand today's organizations and the discourses developed in this context are seen as valid features in understanding organizational structures and functioning. This study examines the organizations established based on the reflections of modern, symbolic and postmodern approaches in organizational theory in the pandemonium axis related to human life and its organization at the organizational level, and the issues that organizational theory focuses on. In this direction, the main purpose of the study is to analyze the fundamental philosophical differences that constitute modern, symbolic and postmodern approaches and their effects on organizations and organizational theory in the context of issues that epistemological, ontological, metaphor, organizational theory focuses on, nature of information and pandemonium metaphor. Within the scope of the study, as a result of the analysis of organization theory with the pandemonium metaphor as a field of study in social sciences, it was concluded that organizations had linear, symbolic in the modern period and nonlinear structures in the postmodern period with fundamental philosophical differences.

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Bowles, Martin L. "Recognizing Deep Structures in Organizations." Organization Studies 11, no. 3 (July 1990): 395–412. http://dx.doi.org/10.1177/017084069001100304.

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The understandings of classical science are now increasingly under threat from twentieth century physics. The machine model of organization, informed by classical science, is therefore in need of review. Analytical psychology is used as a framework for re-assessing and providing new insights into the nature and management of organizations in contemporary society.

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SHERSHNOVA, Zoia, and Svitlana HISEM. "ORGANIZATIONAL AND ECONOMIC FUNDAMENTALS OF IMPROVEMENT OF ORGANIZATIONAL STRUCTURES OF BUSINESS ORGANIZATIONS." Herald of Khmelnytskyi National University 302, no. 1 (January 2022): 78–81. http://dx.doi.org/10.31891/2307-5740-2022-302-1-13.

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The article considers the need of transformations in the management systems of business organizations in modern conditions, which can be described as crisis – forming, as they are formed under the influence of a pandemic. The dynamic environment requires changes in the operation of business organizations due to different changes not only in demand in certain sectors of the economy and social groups (based on declining incomes), but also the impact of inflation in general, energy dependence on foreign sources and individuals, environmental factors, etc. To overcome the crisis, the operation of business organizations that need to change must be managed for their next usage in influencing on certain business elements. This means that the management system of a business organization must be adapted to changing conditions. The most inertial element of the management system of a business organization is the organizational structure of management (OSM). Management systems of business organizations, and especially their OSM, in most Ukrainian organizations do not correspond to their needs. Organizations that were established 30 or more years ago (in Soviet times) have, as a rule, management systems that are more or less correspond to the conditions of a stable environment of the USSR. Newly created business organizations, as research shows, form management systems without taking into consideration the modern theory of organizational development and organizational design practice (which is confirmed by the experience and efficiency of successful enterprises). Detailed analysis and diagnosis of the business organizations should be a prerequisite for their effective transformations. In the activities of Ukrainian business organizations we can observe more or less developed financial analysis based on standardized financial statements. However, it`s still hard to determine the real state of business organizations, because there was a loss of vital areas of economic analysis (use of fixed assets, stocks of various types, economic evaluation of resource markets, pricing options under the influence of individual factors, costs of core and ancillary activities, etc.). There is almost no organizational analysis (OA) and diagnostics as a basis for improving the management system as a whole and OSM as an integral part of it. It is known that the management system is a tool of controlled economic operation. The composition of the management system requires a combination of economic and organizational analysis: the managed system focuses on the evaluation of results on economic analysis, and the manager – on organizational analysis. To determine the synergistic effects of the system, it is necessary to combine these two components, which will serve as a basis for developing strategies for sustainable development of business organizations.

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Šalgovičová, Jarmila, and Vanessa Prajová. "Information Security Management (ISM)." Research Papers Faculty of Materials Science and Technology Slovak University of Technology 20, Special-Number (December 1, 2012): 114–19. http://dx.doi.org/10.2478/v10186-012-0019-0.

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Abstract Currently, all organizations have to tackle the issue of information security. The paper deals with various aspects of Information Security Management (ISM), including procedures, processes, organizational structures, policies and control processes. Introduction of Information Security Management should be a strategic decision. The concept and implementation of Information Security Management in an organization are determined by the corporate needs and objectives, security requirements, the processes deployed as well as the size and structure of the organization. The implementation of ISM should be carried out to the extent consistent with the needs of the organization.

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Litorovych, O., and S. Maslakov. "Virtual organizations." Management and Entrepreneurship in Ukraine: the stages of formation and problems of development 2021, no. 1 (June 1, 2021): 131–37. http://dx.doi.org/10.23939/smeu2021.01.131.

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Trends in the development of modern markets, such as the globalization, the growing importance of product quality, price and customer satisfaction, the increasing importance of sustainable relationships with consumers, the growing importance of the degree of application of new information and communication technologies and the COVID-19 pandemic have significantly influenced the development of new organizational forms of enterprise management. In this regard, the question of the impact of telecommuting on relationships and interpersonal networks within organizations has become relevant. The aim of the article is to analyze the factors influencing to the creation and development of virtual organizations, as well as to identify types of virtual organizations. The research also covers a review of the main foreign and domestic virtual organizations. The article considers the theoretical foundations, factors and they influencing on the formation of virtual organizations. The article analyzes the existing approaches to the definition of a virtual organization, highlights the main types of virtual structures, the main characteristics and advantages of a virtual organization, and also highlights the features characteristic of all types of virtual organizations. The features and main problems of managing virtual organizations are identified. Virtual organization is the newest and potentially promising form of network structures, appeared and became widespread in the last decade. A virtual organization can flexibly change its configuration, where the strategic advantage of such a system provides sustainability and survival in a market economy, the ability of participants to provide flexibility and integration of resources, and the ability to quickly create virtual teams and virtual environments. However, the virtual organization has the same capabilities and potential as a traditional organization, but the virtual organization has not such institutional and structural boundaries.

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Lamb, Thomas. "Organization Theory and Shipbuilding: A Brief Overview." Marine Technology and SNAME News 29, no. 02 (April 1, 1992): 71–83. http://dx.doi.org/10.5957/mt1.1992.29.2.71.

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The paper presents the author's viewpoint of the subject rather than the results of an extensive group survey or study. The paper reports that U.S. shipbuilding organizations have not utilized and therefore have not benefited from recent organizational theory knowledge of effective organizations. Existing U.S. shipbuilding organizations all tend to the mechanistic type. Unfortunately, the high efficiency and tightly controlled operations that the mechanistic type is supposed to provide are not being achieved. The bleak picture painted in this paper may not be representative of the currently surviving U.S. shipbuilding organizations and it would be reassuring to the author to hear of successes and meaningful improvements in the shipyards through the application of organization theory. The paper first discusses, generally, organization theory, its need and availability. Then an approach for its application is offered. Finally, the author describes his study of the structures and effectiveness of shipbuilding organizations.

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Xianghua, Zhu. "Organizational Structure And Standard Development Procedures Of standard Development Organizations——Comparative Research Based On Domestic And Foreign Perspectives." E3S Web of Conferences 214 (2020): 02043. http://dx.doi.org/10.1051/e3sconf/202021402043.

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This paper takes the typical foreign standard development organizations IEEE, ASTM, W3C, and IETF as examples to analyze the characteristics of organizational structure and standard developing procedures. These four organizations are typical representative of foreign SDOs which can be divided into two categories, one is represented by IEEE and ASTM which are legal entities and their standardization organization structure and standard development procedures are relatively fixed. The other is represented by W3C and IETF, which are relatively loose and open and their standardization organizations and standard development process are more flexible. At the same time, this paper also selects the top ten social organizations that are active on the Chinese national information platform of social organization standard. Compared with foreign social organizations, it is found that their standardization organization structures are not transparent enough and too concentrated. It also found that the standard development process of Chinese social organization is relatively simple and lack of innovation.

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Kawka, Tomasz. "Sports Organisations in Context of New Economy." Kwartalnik Ekonomistów i Menedżerów 22, no. 4 (October 1, 2011): 25–38. http://dx.doi.org/10.5604/01.3001.0009.5531.

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The paper presents theoretical considerations on the changing organizational conditions in the days of the new economy. The main conceptual idea is to describe a sports organization as example of organizations in mainstream contemporary transformations. The first part of the text it focuses on describing the key changes in the today environment and organizational structures in the context of human capital management. In this light, there is described the characteristics of a sports organizations. The text analyses the determinants of the division of sports and economic goals, and also it describes the role and importance of human capital in shaping the sports product. Thanks to the analysis of the specific objectives of the company sports, the author tries to justify that a sports organization, which is dominated by talent management, diversity management and team building commitment through organizational climate, reflects the kind of organization on the way to the new economy.

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Dean, D. R., J. T. Bolin, and L. Zheng. "Nitrogenase metalloclusters: structures, organization, and synthesis." Journal of Bacteriology 175, no. 21 (1993): 6737–44. http://dx.doi.org/10.1128/jb.175.21.6737-6744.1993.

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40

Shankar, Krish. "Organization Structures - Challenges in Dynamic Times." NHRD Network Journal 5, no. 2 (April 2012): 32–37. http://dx.doi.org/10.1177/0974173920120206.

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Rapoport, Vladimir. "Constancy and change: Flexible organization structures." Systems Practice 2, no. 4 (December 1989): 433–50. http://dx.doi.org/10.1007/bf01062327.

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Peng, Dan, and Ming Li. "Organization of cooperation in fractal structures." Journal of Statistical Mechanics: Theory and Experiment 2021, no. 3 (March 1, 2021): 033404. http://dx.doi.org/10.1088/1742-5468/abe2ad.

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Elak, Leszek. "Determinants of Army Structures Development in the Context of Middle Sized Country Experiences in Contemporary Tactical Operations." Journal on Baltic Security 2, no. 1 (June 1, 2016): 129–56. http://dx.doi.org/10.1515/jobs-2016-0034.

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Abstract Although a military organization is a special form of institution, grouping people and resources for the special purposes of defence and fighting in general, it is influenced by the same rules and conditions that other organizations are. Considering the problems of land forces organizational structures in tactical operations it is important to refer to the theory of organization and management which may constitute a point of reference to properly devise and forming up of land forces structures assuming that such forces make up an organization - since this is a team of soldiers including their resources, shaped into an adequate structure and predestined to perform a definite task. The article is an attempt to reveal multiple mutual relations of tactical, technical and economical inventions inflicting structural transformation of the army in the context of the reality of a middle-sized country today.

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Erwee, Ronel. "Organizational variables influencing female advancement in South Africa." South African Journal of Business Management 23, no. 1 (March 31, 1992): 8–15. http://dx.doi.org/10.4102/sajbm.v23i1.879.

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Variables which affect female advancement in South African organizations, such as aspects of the organization structure, i.e. the power hierarchy, composition of levels in companies and the reward structures, are discussed. Analyses of organization processes such as selection and promotion of organizational members provide examples of pre-market discrimination and disparate treatment Group structure and processes such as informal networks, the exclusion and inclusion of select members can also create subtle obstacles. Solutions to the slower advancement of women in organizations should be sought in both personal action plans formulated by career-oriented women and creation of enabling conditions in companies.

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Panjaitan, IR Erwin Setiawan, Fandi Halim, and Darwin Siallagan. "Evaluation of Information Technology Governance Using the COBIT 5 Framework (Case Study of Integrated Licensing Service Agency Medan City Government)." International Journal of Research and Review 8, no. 9 (September 29, 2021): 481–87. http://dx.doi.org/10.52403/ijrr.20210961.

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IT governance is the responsibility of the board of directors and executive management in the organization. This, is an integrated part of organizational governance and contains leadership and organizational structures and processes that ensure that IT organizations contain and support IT organizational strategies and objectives implemented through applications or systems in the organization will provide added value to everyone who uses IT such as staff, managerial and directors, therefore IT is very much needed by organizations because it can provide added value to the organization. Application of IT as a supporting instrument in the administrative process as well as providing useful information for all circles, so that it is in accordance with the goals previously set. This is to ensure the use of information technology that can truly support the expected IT goals while also taking into account the efficient use of resources and risk management as the basis for IT governance. Keywords: Frame work COBIT 5 from ISACA.

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Krupa, Tadeusz. "Events and Event Processes." Foundations of Management 1, no. 2 (January 1, 2009): 143–58. http://dx.doi.org/10.2478/v10238-012-0016-9.

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Events and Event ProcessesPresented article describes the issues known from the logical structures characterization theory [2] used in this case to describe the events designed for the needs of proper functioning of organizational structures. Necessary formalization is used strictly for the maintenance of the concept discipline. Event theory [5] is used in the designing of complex structures of organizational systems for which the basic necessity is its compliance with the set functional description. Final organization's characteristics are determined by many factors, such as: a) completeness and non-contradiction of the functional specification b) theoretical correctness of the functional transformation of the organization into the design of its organizational structure c) correctness of the technical project realization.

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Wenzel, Bertolt. "Rational instrument or symbolic signal? Explaining coordination structures in the Directorate-General for Fisheries and Maritime Affairs of the European Commission." Public Policy and Administration 33, no. 2 (December 19, 2016): 149–69. http://dx.doi.org/10.1177/0952076716683764.

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This article examines the reorganization of formal coordination structures in the Directorate-General for Fisheries and Maritime Affairs of the European Commission. While rational approaches in organization theory emphasize functional efficiency as an explanation for organizational design and coordination structures, the findings of this study indicate that the reorganization was not driven primarily for reasons of efficiency and to increase the coordination capacity of the organization. The study demonstrates that, even in a highly technical policy area such as fisheries management in the European Union, the (re-)design of formal organizational structures does not follow primarily a technical–instrumental rationale. Instead, the formal coordination structures have also been adapted to live up to changing expectations in the institutional environment, to modern management concepts in marine governance, and to ensure the legitimacy of the organization. However, although the empirical findings of this study substantiate the theoretical assumptions of an institutional perspective, institutional explanations alone are insufficient to comprehensively understand why organizational structures are reorganized and changed.

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Mahadevan, Kumaraguru. "Culture driven regeneration (CDR): a conceptual business improvement tool." TQM Journal 29, no. 2 (March 13, 2017): 403–20. http://dx.doi.org/10.1108/tqm-05-2015-0061.

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Purpose The purpose of this paper is to present the research carried out on a conceptual approach in business improvement termed as culture driven regeneration (CDR). The research positions CDR as business improvement tool that leverages organizational learning, organization culture and corporate knowledge in implementing changes. The CDR concept is positioned half way between business process re-engineering (BPR) that thrives on radical design and process changes, and total quality management (TQM) that takes the slow and incremental approach to improvement. CDR regenerates the processes in the journey to business improvement. Design/methodology/approach A structured and a comprehensive literature review were carried out on BPR and TQM in the context of leadership, organization learning, organizational learning and corporate knowledge. The review confirmed that TQM and BPR are connected to the four areas. This connection led to the conceptualization that organizations deploy culture and corporate knowledge to drive business improvement. Organization culture and knowledge was quantified based on previous research in this area and methods applied in other research studies relating to benchmarking. There are no empirical analyses included in this paper, however knowledge and culture were given scores in illustrating the CDR concept. Findings This conceptual paper has pointed out that organization culture, knowledge, organizational learning and leadership are important components of a business improvement tool such as BPR and TQM. The CDR concept leverages those components and draws on the organization’s corporate culture to enable change. Research limitations/implications Additional empirical studies are required on various types of industries, organization cultures, organization structures and professions to establish more robust scores for knowledge and culture applied in the CDR concept. The concept could be further expanded into a framework that could be applied across a number of industries. Originality/value The CDR concept is a business improvement tool that enables organizations to leverage their existing culture in driving change. The concept is built up on the existing relationship BPR and TQM has with organization learning, organization culture, corporate knowledge and the quantification of culture and knowledge.

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Adaba, Godfried B., and Lazar Rusu. "IT Governance Practices in a Public Organization in Ghana." International Journal of Innovation in the Digital Economy 5, no. 2 (April 2014): 14–23. http://dx.doi.org/10.4018/ijide.2014040102.

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The strategic importance of information technology (IT) in today's organizations and dependence on IT to support e-government strategies has increased the interest in IT Governance (ITG) in public sector organizations. From this perspective, this paper examines ITG practices in a public organization in Ghana (that has a responsibility to mobilize revenue for national development) in order to gain an insight into IT governance structures, processes and relational mechanisms and understand how this contributes to adding value through IT. The findings have revealed that this public organization has a centralized approach to IT governance, with inadequate board involvement concerning how IT investments can bring value and improve organizational performance. Furthermore, there are no IT steering and strategy committees to oversee IT governance as best practice requires.

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Bobkov, Aleksandr L., Igor V. Denisov, and Oksana V. Kuchmaeva. "Research of organizational structure of retail business and educational institution by methods of statistical analysis." Statistics and Economics 16, no. 1 (March 19, 2019): 11–21. http://dx.doi.org/10.21686/2500-3925-2019-1-11-21.

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The purpose of the study.The purpose of the research is to define a previously developed theoretical evolution model of an organizational structure, that is based on the hypothesis that the two types of organizational structures, consecutive and parallel, succeed each other, undergoing quality changes with the growth and development of organisations, though pertaining properties which determine the structure characteristics and provide a sufficient growth of organizations’ efficiency. Following the results of the authors’ previous research, it was hypothesized that the growth of an organization during a transition from one to the other type of organization structure follows either intensive or extensive pattern and is defined by the type of the transformation.Materials and methods.The study analyzed the retail trade sector, with isolated branches that distinguish this type of organizational structures, and educational institutions. The authors believe that organizations of similar types possess similar (consecutive and parallel) organizational structures. Groups of similar objects were identified by the cluster analysis used for grouping basic data. Following this, the results of cluster analysis were defined and key factors for patterns of organizational development were selected by the principal component analysis. Also, the Objectives Tree method was applied to gauge the effect of the types of educational services on the performance of private educational organizations and their structure. The research analyzed the data obtained from the database of commercial organizations of Czech Republic.Results.In general, the proposed model of the evolution of an organizational structure in retail business was redefined, and the outcomes of the conducted analysis allow defining the following:– when transitioning from the parallel to the consecutive organizational structure, the growth can be described as intensive, and while the consecutive model transitions to the parallel organizational structure the growth follows the extensive pattern;– development of retail business is defined by the three key factors: size of an organization, its performance efficiency and lifetime. The cluster analysis of educational organisations revealed seven clusters. After analysis of average values of variables, these clusters can be grouped in five. These outcomes led to the additional research with Objectives Tree, which showed that both small and large educational organisations employ their certain typical features of educational services. A similar pattern describes certain types of educational services in the organisations of different lifetime.Conclusion.The outcomes of the cluster analysis of commercial organisations of two sectors of Czech Republic and their further analysis confirmed the suggested hypothesis and matched corresponding theoretical evolution models of organizational structures, the results also showed intensive growth when transitioning from the parallel to the consecutive organizational structure and extensive growth when the transition changes from the consecutive to the parallel organizational structure. The alternating patterns of consecutive and parallel structures, as well as suggested gauging of the transition effectiveness will allow owners and management staff to efficiently maintain sustainable development of commercial organisations.

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