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Organizational Structure
Organizational structure © 2019 The Predictive Index Organizational structure Why? When considering what will make a Organizational structure is the system that business strategy successful, it’s easy to defines how things get done on your team or in your organization, including task assignment, think of the people and resources needed managerial relationships, and communication. to move forward. However, the concept of Structures are developed during the process adjusting your organizational structure to known as organizational design, when you create a structure that allows you to best carry out your best suit your strategic vision is often strategic goals. Using the practice of neglected—despite the fact that structure organizational design, you can maximize your is a means by which you can successfully organizational structure by identifying blockers, creating new efficiencies, improving implement your strategy. communication, and eliminating or adding process steps where necessary. While the process of redesigning an organization’s structure is not a light undertaking, the consequences of the wrong organizational structure are considerable: lack of role clarity, diffusion of decision-making responsibility, siloed employees, and more. In this document, you’ll review a few crucial components of organizational structure, as well as several more popular structures and their benefits. 2 Structural components Spans and layers Managers’ average span of control and the Span of control number of layers in the chain of command Span of control refers to the number of subordinates reporting into any manager. Wide are often referred to by analysts as “spans span of control is appropriate when efficiency is and layers.” There are two considerations of crucial importance, or when many employees to make here: firstly, how wide should span in a division have similar goals and can therefore be managed by the same person. -
The Interaction Effects of Organizational Structure and Organizational Type on Managerial Job Satisfaction
University of Central Florida STARS Retrospective Theses and Dissertations 1986 The Interaction Effects of Organizational Structure and Organizational Type on Managerial Job Satisfaction Robert W. Adams University of Central Florida Find similar works at: https://stars.library.ucf.edu/rtd University of Central Florida Libraries http://library.ucf.edu This Masters Thesis (Open Access) is brought to you for free and open access by STARS. It has been accepted for inclusion in Retrospective Theses and Dissertations by an authorized administrator of STARS. For more information, please contact [email protected]. STARS Citation Adams, Robert W., "The Interaction Effects of Organizational Structure and Organizational Type on Managerial Job Satisfaction" (1986). Retrospective Theses and Dissertations. 4869. https://stars.library.ucf.edu/rtd/4869 THE INTERACTION EFFECTS OF ORGANIZATIONAL STRUCTURE AND ORGANIZATIONAL TYPE ON MANAGERIAL JOB SATISFACTION BY ROBERT WOODROW ADAMS B.S., University of Georgia, 1977 THESIS Submitted in partial fulfillment of the requirements for the Master of Science degree in Industrial Psychology in the Graduate Studies Program of the College of Arts and Sciences University of Central Florida Orlando, Florida Fall Term 1986 ACKNOWLEDGEMENTS I would like to acknowledge my parents - Jesse and Sybil, for their special love and encouragement and the rest of my family - Suzy, Bill, Bud, and Michele. A special thank you to Richard, Nancy, Katie, and Julie Bagby. Thank you to the following: Dr. Ed Shirkey for his guidance, Dr. Wayne Burroughs and Dr. Janet Turnage for their invaluable assistance. ii TABLE OF CONTENTS INTRODUCTION . 1 Organization Structure and Job Satisfaction . 4 Organization Type and Job Satisfaction 8 Summary . -
Analysis of the Importance of Business Process Management Depending on the Organization Structure and Culture
Proceedings of the 2013 Federated Conference on Computer Science and Information Systems pp. 1079–1086 Analysis of the importance of business process management depending on the organization structure and culture Witold Chmielarz Marek Zborowski Aneta Biernikowicz University of Warsaw Faculty of University of Warsaw Faculty of BOC Information Technologies Management ul. Szturmowa 1/3, Management ul. Szturmowa 1/3, 02-678 Consulting al. Jerozolimskie 109/26, 02-678 Warszawa, Poland Warszawa, Poland 02-011 Warszawa, Poland Email: [email protected] Email: Email: aneta.biernikow- [email protected] [email protected] Abstract–the present survey mainly aims at analysing processes – more efficiently implemented than through determinants of possibilities of improving processes in an competition on a given market), where proper relations organization. The early fragments of the study are devoted to a result from combining the results of the processes with Key theoretical analysis of determinants of the process management Performance Indicators (KPI); the organizational structure – and its connection with the project management. Then the assumptions of the survey on the impact of the organizational with the possibility of questioning the inviolability and structure and culture on possibilities of applying business optimum of the present state, which serves a basis of a process management were presented. The verification of possibility of improving the organization, including also theoretical deliberations and survey assumptions is included in transferring and distributing tacit knowledge through a social the last part of the article presenting the initial results of the component of corporate portals and sharing it with other obtained survey and the resulting conclusions. -
Organizational Structure in Complex Systems Katie Mcallister, Ph.D
Academics 1 Minerva Guide 10 Organizational Structure in Complex Systems Katie McAllister, Ph.D. Last modified: January 22, 2019 As we have seen with networks, the structure of relationships between individuals affects the flow of information and shapes higher order effects or outcomes in a system. In the context of an organization such as a corporation, government or institution, the formal structure will determine how the organization operates and performs. Different organizations employ different structures which can vary from organic, highly interconnected and flexible arrangements to rigid, compartmentalized hierarchies. With many different options available, it is important to consider the values, goals and context of the organization when selecting a particular structure. Organizational structure and complexity Organizational structure will be considered a special case of decomposing a system into components or units, such as major divisions/branches, departments, working groups and individuals. In many cases it may also be useful to consider levels of analysis when evaluating an organization, as different “org structures” can result in specific characteristics or behavior at an individual level, group/department level, or organization-wide level (for example). Common approaches to organizational design When analyzing system behavior in the context of an organization, an important starting point is to attempt to classify the org structure. While exceptions and hybrid models exist, the below can be used as a general set: Hierarchical Organizations ● Functional Hierarchy Figure 1. Functional organization chart of a company that produces medical devices (pacemakers, artificial joints, stents…), consumer healthcare products (toothpaste, deodorant, soaps…) and pharmaceutical drugs (prescription and “over the counter” drugs). -
Professional Profile and the Role in the Cross-Functional Integration of SCM
Supply chain managers: professional profile and the role in the cross-functional integration of SCM Andréia de Abreu ( [email protected] ) Federal University of São Carlos Rosane Lúcia Chicarelli Alcântara ( [email protected] ) Federal University of São Carlos Abstract Supply chain management can be seen as a way to achieve integration of all corporate functions. Due to this, the objective of this paper is to present the theoretical indications regarding professional profile recommended for the supply chain management and discuss the role of these professionals in cross-functional business processes. Keywords: Supply chain management, Supply chain managers, Integration Introduction Despite the popularization of the concept since its introduction in the 1980s, the Supply Chain Management (SCM) is considered a discipline still in formation (Chen and Paulraj 2004, Tiwari et al. 2014). Its body of knowledge has been formed in confluence with areas such as logistics, operations management, information technology, marketing, resulting in principles and specific strategies, as demand management, postponement, e-supply chain, sustainable chain and others. In practice, SCM are complex and characterized by numerous activities spread over multiple functions and organizations, which pose challenges to reach effective implementation (Maleki and Cruz-Machado 2013). According to Teller et al. (2012) most of the initiatives to implement the practices and principles of SCM fail or are not completed. Studies have pointed out two main reasons for this fact: (i) the low observance of the human factor in behavioral and professional profile terms (Rossetti and Dooley 2010, Sohal 2013) and (ii) inadequate organizational structure to promote intra-organizational flows (Kim 2007, Oliva and Watson 2011), both have a negative impact on integration (Cousins and Menguc 2006, Fawcett et al. -
Evolving Procurement Organizations: a Contingency Model for Structural Alternatives
Bals, L.a b/Laine, J.c/Mugurusi, G.d Evolving Procurement Organizations: A Contingency Model for Structural Alternatives Paper No. 1/2015, published March 01, 2015 a Supply Chain & Operations Management, University of Applied Sciences Mainz, Lucy-Hillebrand-Str. 2, 55128 Mainz, Germany, [email protected] b Department of Strategic Management and Globalization (SMG), Copenhagen Business School (CBS), Kilevej 14, 2. Floor, 2000 Frederiksberg, Denmark; [email protected] c Aalto University, School of Science, Department of Industrial Engineering, Otaniementie 17, 02150 Espoo, Finland, [email protected] d Department of Industrial Economics and Technology Management (IØT), Norwegian University of Science and Technology (NTNU), Alfred Getz vei 3, 7491 Trondheim, Norway; [email protected] Please cite as: Bals, Lydia/Laine, Jari/Mugurusi, Godfrey (2015): Evolving Procurement Organizations: A Contingency Model for Structural Alternatives. In: UASM Discussion Paper Series No. 1, University of Applied Sciences Mainz/Germany. UASM Discussion Paper Series University of Applied Science Mainz ISSN 2366-9578 Editors: Porath, D./Schrank R./Schüle, U./(eds.): The following papers have appeared so far in this series: Bals, L./Laine, J./Mugurusi, G.: Evolving Procurement Organizations: A Contingency Model for Structural Alternatives. Published March 2015. Schüle, U/Kleisinger, T: The “Spaghetti Bowl”: A Case Study on Processing Rules of Origin and Rules of Cumulation. Published April 2016 Sputek, A: Der Markt für Wohnimmobilien in schrumpfenden Regionen – eine mikroökonomische Analyse Published August 2016 Porath, D: Size and Dynamics of Order-of-Entry Effects in Pharmaceutical Markets Published September 2016 Papers may be downloaded from this site by individuals, for their own use, subject to the ordinary rules governing fair use of professional scholarship (see further, Copyright statement). -
Illustrated-Guide-To-Org-Structures.Pdf
TABLE OF CONTENTS 1. An Introduction to Organizational Structures pg. 2 2. Building Blocks: Organizational Structure Basics pg. 3 3. Types of Organizational Structures pg. 8 4. Marketing Team Org Structures: 7 Real-World Examples pg. 17 5. How to Structure a Modern Marketing Team pg. 24 Created by: Erik Devaney | @BardOfBoston | Content Strategist, HubSpot 1 INTRODUCTION To put it in the simplest terms possible, an organizational structure describes how a company, division, team, or other organization is built; how all of its various components fit together. More specifically, it is a framework that organizes all of the formal relationships within an organization, establishing lines of accountability and authority, and illuminating how all of the jobs or tasks within an organization are grouped together and arranged. Ideally, the type of structure your company, division, or team implements should be tailored to the specific organizational goals you’re trying to accomplish. Because ultimately, even if an organization is filled with great people, it can fall apart (or fail to operate efficiently) if the structure of the organization is weak. As executive coach Gill Corkindale noted in a Harvard Business Review article, “Poor organizational design and structure results in a bewildering morass of contradictions: confusion within roles, a lack of co-ordination among functions, failure to share ideas, and slow decision-making bring managers unnecessary complexity, stress, and conflict.” In this guide, we’ll explore the world of organizational structures by taking a visual approach. The guide includes several organizational structure diagrams (or “org charts”), which highlight structures that can be applied to entire businesses as well as to marketing departments and teams. -
Agile in Multisite Software Engineering INTEGRATION CHALLENGES
Agile in Multisite Software Engineering INTEGRATION CHALLENGES Naresh Mehta & Junaid Gill | IY2578 Master Thesis | 23 May 2017 Agile in Multisite Software Engineering | Naresh Mehta & Junaid Gill Integration Challenges TO OUR BELOVED PARENTS & FAMILIES 2 | PAGE Agile in Multisite Software Engineering | Naresh Mehta & Junaid Gill Integration Challenges ABSTRACT Many big organizations who are in existence since before the term agile came into existence are pursuing agile transformations and trying to integrate it with their existing structure. It has been an accepted fact that agile integrations are difficult in big organizations and many of such organizations fail the transformations. This is especially true for multisite software organizations where a traditional mix of old and new ways of working ends up creating issues. The result of such failure is the implementation of a hybrid way of working which ultimately leads to lower output and higher cost for the organizations. This paper looks at the integration challenges for multisite software engineering organizations and correlates with the theoretical findings by earlier with practical findings using survey and interviews as data collection tools. This paper specifically focusses on integration challenges involving self-organizing teams, power distribution, knowledge hiding and knowledge sharing, communications and decision making. The paper also has empirical evidence that shows that there is a communication and understanding gap between the employees and management in basic understanding -
Organization Structure Description for the Needs of Semantic Business Process Management
Organization Structure Description for the Needs of Semantic Business Process Management Witold Abramowicz1, Agata Filipowska1 Monika Kaczmarek1, Carlos Pedrinaci2, Monika Starzecka1, and Adam Walczak1 1 Pozna´nUniversity of Economics, Department of Information Systems, 60-967 Pozna´n,Poland, fW.Abramowicz, A.Filipowska, M.Kaczmarek, M.Starzecka, [email protected] WWW home page: http://kie.ae.poznan.pl 2 Knowledge Media Institute, The Open University, Milton Keynes, UK, [email protected] WWW home page: http://kmi.open.ac.uk Abstract. Various attempts have been undertaken to further automate the BPM lifecycle. One of the recent initiatives in this area is the Se- mantic Business Process Management approach as pursued within the SUPER project. It aims at bridging the gap between business and IT worlds by increasing the degree of automation within the BPM lifecycle using Semantic Web and Semantic Web services technologies. In order to fulfil the SBPM vision, enterprises as well as their environment need to be properly described. The main contribution of this paper is a set of ontologies for describing organizational structures and examples showing how they may be combined with further organizational information, e.g., business functions and business roles, to support the automatic analysis of business processes. 1 Introduction A business process may be defined as a set of related, ordered activities that contribute to the production of good(s) or the delivery of some service. It em- phasises how the work is done within an organization and by its organization members. Therefore, organizations have their own context for any running busi- ness process even if they operate in the same domain. -
Evolving Procurement Organizations: a Contingency Model for Structural Alternatives
A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Bals, Lydia; Laine, Jari; Mugurusi, Godfrey Working Paper Evolving procurement organizations: A contingency model for structural alternatives UASM Discussion Paper Series, No. 1/2015 Provided in Cooperation with: Fachbereich Wirtschaft, Hochschule Mainz, University of Applied Sciences Suggested Citation: Bals, Lydia; Laine, Jari; Mugurusi, Godfrey (2015) : Evolving procurement organizations: A contingency model for structural alternatives, UASM Discussion Paper Series, No. 1/2015, University of Applied Sciences Mainz, Mainz This Version is available at: http://hdl.handle.net/10419/181885 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under an Open gelten abweichend von diesen Nutzungsbedingungen die in der dort Content Licence (especially Creative Commons Licences), you genannten Lizenz gewährten Nutzungsrechte. may exercise further usage rights as specified in the indicated licence. www.econstor.eu Bals, L.a b/Laine, J.c/Mugurusi, G.d Evolving Procurement Organizations: A Contingency Model for Structural Alternatives Paper No. -
Effect of Organizational Structure, Leadership and Communication on Efficiency and Productivity
Effect of organizational structure, leadership and communication on efficiency and productivity - A qualitative study of a public health-care organization Authors: Johanna Andersson Alena Zbirenko Supervisor: Alicia Medina Student Umeå School of Business and Economics Spring semester2014 Bachelor thesis, 15 hp Acknowledgements We would like to express our gratitude to those people who helped us during our work on this thesis. We want to thank Jens Boman for inviting us to work on this project. We also want to thank personnel of Laboratoriemedicin for their time and effort. Special thanks to Jegor Zavarin, for his help and support. We also want to thank our supervisor, Alicia Medina, for her help, guidance, and advice in times when we needed it most. Johanna Andersson&AlenaZbirenko Abstract This thesis has been written on commission by Laboratoriemedicin VLL, which is a part of region‟s hospital. The organization did not work as efficiently as it could, and senior managers have encountered various problems. We have been asked to estimate the situation, analyze it, and come up with solutions which could increase efficiency and productivity; in other words, increase organizational performance. After preliminary interview with the senior manager, we have identified our areas of the interest: organizational structure, leadership, and communication. This preliminary interview made us very interested at the situation at Laboratoriemedicin, and helped us to formulate our research question: “How do organizational structure, leadership, and communication affect productivity and efficiency of the public health-care organization?” Moreover, it made our research have two purposes, one of academic character, and one of practical character. -
Co-Op Essentials: What They Are and the Role of Members, Directors
Co-op Essentials: What They Are and the Role of Members, Directors, Managers, and Employees (Powerpoint Slides corresponding with Cooperative Information Report 11, Chapters 1- 5) United States Department of Agriculture Rural Development www.rurdev.usda.gov Committed to the Future of Rural Communities CIR 11 Chapter 1 - What Cooperatives Are 1 CHAPTER 1 – WHAT COOPERATIVES ARE Focuses on what cooperatives are, and explains their business, principle, and structural characteristics. It introduces the major participants—members, directors, managers, and employees—whose roles are discussed in greater depth in Chapters 2-5. CIR 11 Chapter 1 - What Cooperatives Are 2 In the U.S., businesses are organized in different ways depending on: • Who owns it • Who controls it • Who uses it • Who gets the profit (earnings) from it CIR 11 Chapter 1 - What Cooperatives Are 3 Business Organizations • Individually owned • Partnership • Corporation – Cooperatives CIR 11 Chapter 1 - What Cooperatives Are 4 Individually Owned Business One Person •Owns • Controls • Operates • Benefits/profits CIR 11 Chapter 1 - What Cooperatives Are 5 Partnership Two or more people •Own • Control • Operate • Share in risks and profit CIR 11 Chapter 1 - What Cooperatives Are 6 Corporation Multiple owners • Are investors • Share profits (according to investment) • Purpose - gain value for investors CIR 11 Chapter 1 - What Cooperatives Are 7 Cooperatives Are a Type of Corporation • Multiple owners who are user members • Variety of goods and services • Physical facilities • State chartered • Members are investors • Owned and controlled by members who use its services CIR 11 Chapter 1 - What Cooperatives Are 8 Cooperatives • Are primarily controlled by a board of directors elected by and from members • Derive equity from member owners • Operate for the benefit of member owners • Allocate earnings to members based on use • Earnings from member business is taxed once • Have perpetual existence CIR 11 Chapter 1 - What Cooperatives Are 9 The Cooperative Form of Business Is Prevalent in the U.S.