Changes In Organizational Structure Research Articles

Organizational Redesign Through Digital Transformation: A Case Study in the Life Science Industry

AbstractIn the process of developing novel drugs to treat diseases, including COVID‐19, companies consistently face challenges of budget and schedule overruns. Most R&D contractors involved have their own execution model in handling systems complexity, however a traditional way of executing the projects may not be sustainable for the growth and competitiveness. The case study discussed is a life‐science company performing structure‐based drug design research services. The shift of organizational execution model is enabled by the digital assistance and associated with the recent organizational structure change from hierarchy‐based to matrix‐based. We focus on the redesign of working process in organizational execution, which is the key determinant for project productivity and quality. However, there is no official international standard regarding organizational interface management. Using human‐centered design and systems engineering methodology as well as the best practices from the case study, this study presents an approach to enable a digital transformation of such an organizational redesign with improved performance.

Organizational structure and convergent change: explanatory factors in SMEs

PurposeBy integrating the structural contingency and the organizational adaptation theories, this study analyzes the impact of the main variables of organizational structure on convergent change. The authors also examine whether some contingency variables, such as the firm's size, age and sector, may help to explain differences in the relationship between organizational structure and convergent change.Design/methodology/approachThis work was carried out through an explanatory and cross-sectional study. The hypotheses were tested through a multiple regression analysis.FindingsThis paper demonstrates that, in Bogota's SMEs, modifications in differentiation and formalization explain convergent change, and that centralization does not affect it. Furthermore, the authors find that the company's size explains these relationships, and that age and sector do not influence them.Practical implicationsThe authors provide useful information in this work to guide managers and professionals on the implications of organizational structure and convergent change, more specifically on decisions regarding hierarchical arrangement, job division and processes redefinition.Originality/valueThis work provides empirical evidence with original data for a better understanding of the reality of Colombian SMEs in the Latin American context.

An architecture governance approach for Agile development by tailoring the Spotify model

The role of software architecture in large-scale Agile development is important because several teams need to work together to release a single software product while helping to maximise teams’ autonomy. Governing and aligning Agile architecture across autonomous squads (i.e., teams), when using the Spotify model, is a challenge because the Spotify model lacks practices for addressing Agile architecture governance. To explore how software architecture can be governed and aligned by scaling the Spotify model, we conducted a longitudinal embedded case study in a multinational FinTech organisation. Then, we developed and evaluated an approach for architectural governance by conducting an embedded case study. The collected data was analysed using Thematic Analysis and informed by selected Grounded Theory techniques such as memoing, open coding, constant comparison, and sorting. Our approach for architectural governance comprises an organisational structure change and an architecture change management process. The benefits reported by the practitioners include devolving architectural decision-making to the operational level (i.e., Architecture Owners), enhancing architectural knowledge sharing among squads, minimising wasted effort in architectural refactoring, and other benefits. The practitioners in our case study realised an improved squad autonomy by the ability to govern and align architectural decisions. We provide two key contributions in this paper. First, we present the characteristics of our proposed architectural governance approach, its evaluation, benefits, and challenges. Second, we present how the novel Heterogeneous Tailoring model was enhanced to accommodate our architectural governance approach.

Assessing the impact of change management on employee performance

This article assessed the impact of change management on employee performance with evidence from Nile University of Nigeria. This study made use of a descriptive survey research design. Burke Litwin model of organizational change was adopted for this study because the model explains the linkages between variables and individual and organizational performance. The population consists of 1,400 staff (Academic and Non-Academic) staff of Nile University of Nigeria Abuja. Stratified random sampling techniques were employed to select the sample size of 311 from the population. Regression analysis was used to analyze the data that was collected using a five-point likert scale structured questionnaire. The results showed that Change in organizational structure has a significance on the quality of employee service delivery in Nile University of Nigeria, there is a relationship between technological change and quality of employee service delivery in Nile University of Nigeria even though the relationship was not very strong. Leadership change significantly influences the quality of employee service delivery at Nile University of Nigeria. Human resource is an important internal strength of every organization and a source of competitive advantage, the study, therefore, recommended amongst others that organizations should communicate details of the change to the employees to minimize resistance.

Strategies, Constraints and Solutions to Change STKIP PGRI Pasuruan to PGRI Wiranegara University

The fact that the number of new students starting from 2016 to 2019 tends to continue to decline, so STKIP PGRI Pasuruan must immediately turn into a university. These changes are a form of adaptation to the demands of environmental changes and government policies. What are the strategies, constraints and solutions for changing STKIP PGRI Pasuruan into university? The purpose of this study si : to explain the best practice of changing from STKIP PGRI to university. This study uses a qualitative approach to see the phenomenon of organizational change at STKIP PGRI Pasuruan. The Change Task Force Team is a key informant. Data collection by in-depth interviews (Depth interview). While the researchers themselves as the main instrument in data collection. Furthermore, the data analysis used is “interactive data analysis”. In the end of study, The results of the research are explained as follows: The preparations and strategies carried out are formulating a vision of change that reads GO TO UNIVERSITY and forming a solid task force team and choosing the right consultant (Coach). Leaders identify and consolidate resources that are and are not available, design the implementation of changes so that they can run well and are conducive. Whereas resistance at the organizational level is the formation of a new culture with new values ​​as implications of the new organizational structure and hierarchy, the individual level of resistance appears insecurity and discomfort as implications of changes in organizational structure and hierarchy. Obstacles in preparation for the legal aspects, namely the status of land ownership and land area are still lacking, the solution is to change the name of the certificate in the name of PPLPP PGRI Pasuruan and increase the lack of land area from personal assets of Dr. Sugeng Pradikto, M.Pd. while the implementation obstacle is the resistance of the candidate for the Acting Chancellor with the solution for the position of the Acting Chancellor concurrently by the Chairperson of the PPLPP PGRI Pasuruan. Strategies, Constraints and Solutions to Change STKIP PGRI Pasuruan to PGRI Wiranegara University oleh SUGENG PRADIKTO disebarluaskan di bawah Lisensi Creative Commons Atribusi-NonKomersial-BerbagiSerupa 4.0 Internasional.Berdasarkan ciptaan pada http://ojs.uniwara.ac.id/index.php/PWJridhe/article/view/21/2. Salin kode ini untuk memberitahu pengunjung situs web Anda!

The impact of corporate bankruptcy on strategic management: using a textual analysis approach to analyze executives’ opinions

PurposeIn the past decade, the development of the global economy, the change in organizational structures and the maturing of new technologies have led to considerable changes in business structures. Emergency situations, such as the recent COVID-19 pandemic, have led many companies to declare bankruptcy. In this context, the present study aims to analyze strategic opinions of company executives in a declaration of bankruptcy.Design/methodology/approachTo this end, an innovative approach is applied to strategic management and business. First, the authors conducted 14 interviews with executives, and the interview data were transcribed. Second, using textual analysis and data mining techniques, the transcripts were analyzed to understand the importance of indicators identified as relevant in companies in a declaration of bankruptcy.FindingsThis resulted in identification of 10 relevant indicators perceived by executives to avoid or anticipate a state of bankruptcy, including innovation, business adaptability, room for improvement in production processes, time to react to situations of alarm, layoffs, support from public institutions, suppliers, international and national regulations, impact on the industry, credits and debts.Originality/valueThe paper concludes with a discussion of important theoretical and practical implications of these findings for the industry. Also, strategic management decision-making strategies are presented as a result of the innovative textual analysis approach used.

Quantity Surveyors’ Response to the COVID-19 Outbreak: A Mixed Method Approach

The COVID-19 outbreak began at the end of 2019, and has evolved to a pandemic threatening various industries’ sustainability. Decisive actions have been taken to tackle the pandemic’s spread, however, various impacts continue to be felt by many industries, including the construction industry. This paper therefore focuses on the COVID-19 outbreak’s impact on Quantity Surveyors’ (QS) construction projects and activities, as a key profession in the industry. A mixed method approach, questionnaire survey followed by expert interviews, was adopted. Subsequently, 199 valid responses for analysis were obtained from the questionnaire distribution, using descriptive statistics and Significance Index. Furthermore, qualitative data were acquired through semi-structured interviews with five experts, and analyzed using a structured thematic analysis. According to the results, 56.78% of respondents experienced project slowdowns, 13.57% experienced project suspensions or terminations, and 12.56% experienced cost overruns. Most respondents acknowledged the pandemic had present changes to projects (84.92%), in the form of changes in organization structure, work culture, technological application, and project objectives. Meanwhile, the Significance Index has successfully established an 11-factors ranking, regarding the pandemic’s impact on QS activities, with impact on the overall project completion as the most profound impact followed by impacts on project scheduling, supply chain, tendering, cost controlling, and claim management. This study’s qualitative and quantitative findings tend to be in accordance, thus, providing some fundamental insights regarding the COVID-19 outbreak’s impact on the construction industry, including direct impacts on project sustainability, technology adoption, and project resiliency issues. In addition, this study also contributes to scientific knowledge by discussing the issues and trends of work culture changes in QS professional activities.

Corporate cultural characteristics of startups in developed countries and recommendations for vietnamese small businesses

In the situation of globally connected digital economy, changes in organizational structure and smart corporate governance are placing the entrepreneurial structures in the face of unprecedented decisions on building and developing corporate culture. By the method of literature review, desk review on the basis of secondary data is a typical study case on the cultural characteristics of startups in the United States of America (USA), China, Korea, Japan, Singapore and European Union. Based on the experiences from developed countries, some recommendations has been proposed for small business founders in Vietnam. It is expected to contribute an additional perspective on digital business in the era of globalization.

Toward a conceptual framework of reflexivity and practices in knowledge management

PurposeIn the present paper the research respects a specific steps regarding to the specificities of the study. The first step is compiling data into formal set which calls for the careful and methodic organizing of the original data. The second phase is disassembling the data in the base which calls the formal coding procedure. This phase supposes the use of a type of coding (axial coding). The authors combined three sources of information; nonparticipating observation of employee practices, techniques of semi-structural Biographical Interviews and explanations to collect data.Design/methodology/approachThis paper aims to report one-case study approach in a knowledge-based multinational to propose a framework that explores the role of reflexivity as determinant and the KM practices base of organizational changes and interpretations. The practice theory of Bourdieu and Giddens is mobilized to explain the individual behavior and the effect on the organizational structures. The paper assigns the role of team reflexivity as antecedent and emphasizes the individual and organizational practices to KM assessment.FindingsThe results showed the value of considering individual practices and team reflexivity on the learning stock of groups and knowledge sharing. Also, organizational learning, capability and social interactions are promising to build a practice-based framework of individual-organization duality of KM and for understanding changes in organizational structure and management modes.Research limitations/implicationsThe results showed the value of considering individual practices and team reflexivity on the learning stock of groups and knowledge sharing. Also, organizational learning, capability and social interactions are promising to build a practice-based framework of individual-organization duality of KM and for understanding changes in organizational structure and management modes.Practical implicationsThe organization's business strategy should identify and assess knowledge within the company's targets based on practice related concepts. The development of KM and HRM strategies must be embedded in business strategy which enables and support the organizational learning through practice community formation. Also, the direction should facilitate interpersonal knowledge sharing through certain forms of social interaction like establishing trust between new team's projects, team reflexivity and individual practices. Moreover, in the managerial issues, the study values the transformational leadership, participative management and commitment within the working group.Originality/valueAs any organizational phenomenon, KM can be addressed in different ways. The authors’ objective is to present an original and global approach leading to understanding different dimensions of this phenomenon. The proposed framework stipulates that knowledge is formed in practice through social interactions (Bourdieu, Giddens) and presents itself as a solution to the duality individual-organization. The originality of the paper is presumed in building a theory about KM effectiveness to develop its literature in terms of determinants and practices.

Adoption of Green Environmental Practices in Small and Medium-Sized Enterprises: Entrepreneur and Business Policies Patterns in Romania

Current research shows that SMEs’ social and environmental actions are fragmented and informal, and few have formal policies and intentions. At the same time, many SMEs are engaged with environmental policies, often not knowing it. Concurrently, there is a gap between the pro-environmental attitudes of the SMEs managers, who are often seen as the main drivers for the firm’s behavior, and the policies implemented in reality in their firms. To this end, our research’s objective is to explore pro-environmental behavior, both at the individual and firm level, to identify connections between these levels and measures but also with firm’s and managers’ demographics, based on a study of Romanian SMEs. The descriptive analysis and factor analysis including tetrachoric correlation methods were used to explore these behaviors and the associations between them. The results confirm the research’s hypothesis and show that there are positive connections between the “green” behaviors at the individual level and in the SME context. Moreover, comparative analysis provided evidence of differences in the adoption of environmental practices, which were based on the firm’s demographics and manager’s characteristics. Simultaneously, five typologies of pro-environmental behavior in SMEs were identified and described, depending on the additional investment necessary and allocated resources, on the changes in organizational structure, and on the manager’s personal involvement. These findings contribute to a better understanding of the environmental improvement policies in SMEs and may help policy-makers tailor interventions and SMEs managers learn from good practices of their peers.

A Study of the Impact of Managerial Innovation on SME Performance in Africa

Purpose. Managerial innovation, if it constitutes a real lever for transformation and performance of companies in developed countries, in Africa, only a tiny part of SME managers make it a priority. At the same time, most African economies continue to be at the forefront of the adoption of global technological innovations. Given the fact that managerial innovation has proven itself in the Western context, and that the context of Sub-Saharan Africa is still unclear, it is important to develop management methods in this context by adapting them to new ones economic models, new objectives, new processes in order to see its impact on improving the productivity and performance of SMEs. Design/Methodology/Approach. A survey instrument based on the questionnaire was used to collect quantitative data to explain the performance of SMEs through the adoption of managerial innovation. For data analysis, multiple linear regression analysis was used. Findings and implications. The findings indicate that, managerial innovation, through its two main components, "change in management practices" and "change in organizational structure", make it possible to increase market share, production efficiency, the bottom line and, in turn, improve the overall performance of the business. Overall, the results of the study show that the fit model is of good quality and can be used to explain the theory. Limitations. The results of this study may not be generalisable to all African SMEs because they are based only on a sub-Saharan African country and the sample size therefore remains small. Originality. The contribution of this article is manifold: it supports the theories of contingency and resource dependence that organizations are adaptive systems that introduce changes to function effectively and improve their performance. Second, it allows SME managers to optimize the chances of sustainability for their businesses, because managerial innovation allows them to: differentiate themselves from their competitors by inventing new offers. Finally, it allows SME managers to no longer confine themselves to the technological aspect of innovation (products, processes) whose lifespan is constantly shortened. Studies of this nature can lead to stimulating managerial innovation in emerging and developing countries, by developing horizontal or networked organizational structures and no longer vertical and pyramidal structures which no longer meet current requirements.

DEVELOPMENT OF THE ENTERPRISE MANAGEMENT SYSTEM IN THE CONDITIONS OF MACROECONOMIC SYSTEMS ACCELERATING DEVELOPMENT

The article raises topical issues of improving enterprise management in an accelerating pace of macroeconomics development. Separately the authors consider changes in organizational management systems in detail. The modern external and internal environment of the enterprise is characterized by high dynamism, the speed of the changes taking place does not allow the development and implementation of such a management system that would be adequate to the environment for a long and even medium term. Research has shown that many enterprises waste resources and immerse themselves in constant reorganization procedures, which, nevertheless, do not achieve the desired results. Such reorganizations cannot provide today’s efficiency and readiness for tomorrow. The ongoing change in organizational structures signals the need to develop a new approach to organizational structures of management. The said approach should be preactive and predictive, with elements of self-organization and self-regulation. The authors of the article illustrate the logic of the new approach, showing the relationship between dynamic changes in the environment, the management system, and the economic results of the enterprise.

Manajemen Penyelenggaraan Analisis Jabatan Aparatur Sipil Negara Pada Sekretariat Daerah Provinsi Riau

Fundamentally, the implementation of Bureaucratic Reform within government agencies, both central and regional, mandates an objective change of the proportional bureaucratic institutional structure and the improvement of thequality of the human resources of the apparatus. The President, through The Ministry of State Apparatus Utilization And Bureaucratic Reform, encourages local governments to create government organizations that have the right function,process and size. One way to achieve this is through job analysis. Management of the implementation of a good job analysis will produce a good quality of job requirements planning. Management of the Implementation of Job Analysis consists of planning, organizing, actuating, controlling (Terry Theory) actions, which are carried out to achieveorganizational goals and use professional employees. From the results of research at the Regional Secretariat of Riau Province that in the planning phase, the preparation of the job analysis is carried out before the organizational structure change activity is determined, so that this jump is less effective and has the potential to repeat the preparation of the jobanalysis again. In the organizing phase, the average placement of employees is not based on educational qualifications and competencies. The name of the position attached to the employee actually brings the employee's exclusive nature and cannot do various work tasks (multi-tasking) for the organization. This has the potential to reduce performance and harm the organization. In terms of actuating, organizational leaders are still weak in moving their subordinates to be more professional. In the controlling phase, the preparation of the job analysis is supervised by 2 institutions, namely the Regional Inspectorate and the Supreme Audit Agency. However, in the preparation process, there were several steps thatwere not carried out, such as distributing the questionnaire form or direct interviews, this was not done because the preparation of the job analysis at the Regional Secretariat was already using the application system. Then the Teamwas only formed without a Regional Head Decree. It can be said that it does not have a strong legal umbrella inconducting the preparation of job analysis.

Determinanty i źródła finansowania ekoinnowacji w polskich przedsiębiorstwach

Zagadnienie ekoinnowacyjności przedsiębiorstw jest ważnym obszarem badań współczesnej gospodarki. Wdrażanie innowacji ekologicznych w przedsiębiorstwach może przynieść wiele korzyści, związanych przede wszystkim z obniżeniem kosztów działalności przedsiębiorstwa i zwiększeniem jego konkurencyjności, a co za tym idzie – ze wzrostem konkurencyjności polskiej gospodarki na tle gospodarek europejskich oraz światowych. Celem artykułu jest przedstawienie wybranych zagadnień związanych z ekoinnowacyjnością polskich przedsiębiorstw, w szczególności ich specyfiki, efektywności, czynników warunkujących rozwój oraz źródeł finansowania. Z dotychczasowych badań wynika, że większość przedsiębiorstw podejmujących działania innowacyjne w obszarze ekologii skupia się na innowacyjnych rozwiązaniach technologicznych, a w mniejszym stopniu na zmianach w zatrudnieniu czy strukturze organizacyjnej jednostki. Nie mniej ważnym elementem w przedmiotowym działaniu jest zarządzanie wiedzą. Dotychczasowe inwestycje w ekoinnowacje są niewystarczające. Jest to rezultat braku odpowiednich zasobów finansowych i technicznych, a także wiedzy i wykwalifikowanej kadry. Niezbędne wydają się zatem działania wspierające rządu oraz otoczenia instytucjonalnego biznesu.

Leading Outstanding International Schools In Qatar: Lessons Learned

ABSTRACT This qualitative study provided the perspectives of school principals on leading Outstanding Schools in Qatar. The opportunities for establishing a private school in a foreign country are endless, given the increase in the expatriate population and the waiting lists for students to enroll in the existing schools. This study revealed some of the challenges that current leaders of outstanding school are facing due to changes in leadership and organizational structures, as well as to unexpected operational changes that were not part of the initial memoranda of agreement. This study paves the way for scholars, practitioners, and policy makers to support similar initiatives.

Human Resource Management Department Development and its Organizational Structures

The purpose of our study represents to determine how HRM’s organizational structures has been changed in the past and where HRM is positioned in present. For obtain theoretical knowledge, we used methods: collecting, gathering, sorting, content analysis, synthesis, comparative and deduction of information. Main sources of obtained information, knowledge represent professional articles and research. Today’s HRM, its position and roles (strategic partner, administrative expert, change agent, employee champion) has undergone five key stages of evolution, changes in organizational structures. At the early stages, HRM was positioned within different departments, as Labor/administrative manager and Welfare officer with roles: administrative expert and change agent. From later to modern stages (Personnel management, HRM and Modern HRM), HRM, by obtaining new roles (change agent and strategic partner), become mostly complected, complicated and managed to operate as separate department, on the same level of importance as financial, strategic, marketing and other departments within organizational structure. Based on todays trend, linked with HR-to-employee ratio, HR ratio per 100 employees year by year decreases, which might cause another important changes to HR department’s position within the organizational structure.

Analytical Review of the Current and Future Directions of Management Accounting and Control Systems

Management accounting and control system practices have changed dramatically throughout the last 200 years. All these changes were in response to rapid technological developments, environmental complexity, changes in organizational structures, managerial style, and many different changes that have emerged throughout the years. The main purpose of this paper is to synthesize the relevant literature to identify the current and future directions of management accounting and control systems practices. This was carried out by following an analytical approach, with the intention of reviewing the literature by emphasizing the developments of management accounting and control system practices throughout the twentieth and twenty- first centuries. Consequently, a conceptual framework that portray the current practices of management accounting was developed. As a result, insights for the future directions of this discipline were indicated. The findings of this study showed that the role and scope of management accounting has changed from cost determination, to creation of value to customers. Thus, the different modern techniques that have emerged in response to the needs of contemporary organizations are described. Furthermore, it articulated that today managerial accountants no longer use a historical view of strategy and operations, but look to predict what the market will do in the future. Consequently, it is anticipated that even the role, education, and practices of management accountants will continue to change in the future. Moving from scorekeeping, determining and allocating costs, to developing their predictive, prescriptive analytical skills. Therefore, it is recommended that more emphasis needs to be placed in developing their personal and technical skills, to obtain a better understanding of contemporary management accounting methods for better support of managerial decision- making.

Market Power and Digital Business Ecosystems: Assessing the Impact of Economic and Business Complexity on Competition and Remedies

“Digital business ecosystems” (DBEs) reflect the culmination of progressive changes in business models and organizational structure over the last 40 years. The ubiquity of many large DBEs in our economy, society, and political system is troubling, as is their significant market power, which is the subject of competition investigations in the U.S. and abroad. But the DBE business model, which far surpasses other models and structures in its scope, scale, and complexity, remains largely under-analyzed. DBEs feature unique economic, technological, and business characteristics that increase their opacity to consumers, competition enforcers, and lawmakers. These include information as the currency of exchange and a range of market failures such as positive network effects, information asymmetries around user data and privacy, and data externalities. As the “engine” of commerce and growth in DBEs, cloud computing technology adds further complexity to the analysis of market power. This is particularly true of data analytics, supported by artificial intelligence (AI) and machine learning, which powers the DBE “value proposition” of maximizing user engagement and monetizing user data. This report examines the unique characteristics of DBEs and assesses their implications for competition enforcement and policy. This analysis raises numerous questions around the adequacy of conventional competition analysis in evaluating market power concerns. The widening gap between the complexity and growth of DBEs—and the likely inadequacy of policy responses to the market power problems they raise—elevates the importance of such questions. However, they cannot be answered by relying solely on a legal-economic framework. We therefore adopt a multidisciplinary approach, incorporating economics, law, and business theory and research in our analysis. Not surprisingly, it reveals important caveats and cautions regarding the application of conventional competition analysis to DBEs, with implications for how competition enforcers and legislators assess market power and design remedies, particularly in the merger and monopolization contexts. The report begins with the evolution of the DBE business model and its rapid and expansive growth. We then turn to an analysis of the major structural and behavioral features of DBEs. Next are implications for competition analysis, such as how markets are defined, how market power is exercised, and remedies. The final section concludes with recommendations. As public and private antitrust cases against large DBEs mount, the U.S. Department of Justice (DOJ), Federal Trade Commission (FTC), state Attorneys General, and courts will continue to grapple with their unique features. This report provides important analysis, insights, and recommendations for enforcers and policymakers as they explore the full complement of tools available to rein in the market power of DBEs.

МОДЕЛЮВАННЯ ІНФОРМАЦІЙНОГО ЗАБЕЗПЕЧЕННЯ СТРАТЕГІЧНОГО УПРАВЛІННЯ КОРПОРАТИВНОЮ СОЦІАЛЬНОЮ ВІДПОВІДАЛЬНІСТЮ НА ОСНОВІ МЕТОДОЛОГІЇ ІDEF0

Sustainable enterprise development depends on the effectiveness of the corporate social responsibility management in general and its information management system in particular. The paper develops the structural and functional model of information support for strategic corporate social responsibility management based on the application of IDEF0 methodology. The information model takes into account theoretical and methodological provisions of the proposed mechanism of strategic corporate social responsibility management, in particular a reflexive approach to interaction with the enterprise stakeholders. In the course of developing the IDEF0-model of information support, the functional decomposition of the process is represented in graphical notation. Logical connections between management functions, input, output, control signals and mechanisms are established that contribute to the effective implementation of strategic corporate social responsibility management. Expert evaluation methods, mathematical methods and models, and strategic management methods are the control signals that manage the implementation of the mechanism of strategic corporate social responsibility management. Model inputs are the parameters of the enterprise internal and external environment, while outputs contain financial and non-financial reporting with improved indicators of socially oriented balanced scorecard, which reflects changes in the strategic corporate social responsibility management system. Mechanisms for implementing the process are represented by corporate social responsibility department, functional departments, deputy director of corporate social responsibility and CEO, which together reflect the company organizational support the developed process. The use of IDEF0 methodology for information modeling ensures the formation of optimal information flow structure and cost minimization for changes in the enterprise organizational structure during the transition to the implementation of the mechanism of strategic corporate social responsibility management. It allows obtaining a complete picture of the proposed information mechanism.

The influence of the organization structure changes on management and sports results in the Lech Poznan sports club between 2011 and 2014

Background: The increase in the competitiveness on the sports market forces elaboration of the proper organization structure in sports clubs. In 2011 Lech Poznan Club found itself in a situation which was inadequate to its ambition. The aim of this work is to present the influence of the implemented organization structure changes on the process of club management. Material and methods: The subject of the research was the Lech Poznan club and its organization structure between 2011 and 2014. The applied research methods were the interview and the survey questionnaire. Results: The introduction and the strategy realization, as well as the clear distribution of tasks were visible in the process of the changes in the organization structures. The success of those actions may be verified on the basis of the results of the end of season 2014/15. Conclusions: The conducted research shows that the Lech Poznan football club experienced transformation between 2011 and 2014. This transformation was adequate to the current trends of the sports club management, and it has permitted the club to win the Polish football championship.