Functional Organizational Structure Research Articles

Effectiveness of knowledge transfer between project team members in digitally disrupted organizations

Research question: The study aims to extend and deepen the understanding of maturity level of knowledge transfer effectiveness between project team members in an organization in which disruptive innovations and external forces foster acceleration of various types of changes within organization. Motivation / Idea: Banks in Serbia are characterized by dominant functional organizational structure in which knowledge is acquired and stored in well-established departments and branches. On the other hand, the banking sector in Serbia is going through transformation mainly due to external forces that accelerate significant changes, at the same time implying meaningful increase in number and types of projects which are becoming increasingly demanding and complex. These factors further imply a shift from functionally-based operations to project-based operations. A radical shift of temporary organization from functionally-oriented to project-oriented foster new challenges when knowledge transformation is in question. Accordingly, the purpose of this paper is to research predictors for knowledge transfer success between project teams and to reveal major barriers to knowledge transfer effectiveness in the banking sector. Data / Tools: This paper opted for a survey research method and the sampling frame includes 13 banks that operate in Serbia. Findings: Research results show that knowledge transformation between project team members is low. Moreover, very dynamic circumstances, projects complexity and tight deadlines create new challenges when knowledge transfer effectiveness is in question. Accordingly, research results show that organizational understanding, valuing and adequate support for knowledge acquisition and transfer represent significant indicators for knowledge transfer success within project teams in the banking industry of Serbia. Besides, individual readiness, efforts, capabilities and history of successful knowledge transfer play an important role in knowledge transformation success. Finally, regression analysis output disclosed that all observed aspects, i.e., characteristics of knowledge transfer, individual and organizational aspects represent significant simultaneous predictors for knowledge transfer success between project teams in the banking sector of Serbia. Contribution: The paper contributes to enriching the literature on knowledge transfer between project teams in an industry’s, country’s and regional contexts that have been poorly addressed so far. By focusing on this phenomenon, the paper contributes to project managers, strategic managers and policy makers by addressing the gap between importance of knowledge transfer in one hand, and poor project outcomes on the other.

Organization model for information system project: a literature review & blended learning case

Along with the development of information technology today, the development of information systems is also increasing. Organizations and personal competitions to make an information system. A reliable information system is produced by a team that has the ability to design, design and validate. With the increasing number of students at XYZ College and limited existing building facilities then one of the solutions that will be applied is the development of e-learning system to support teaching and learning activities. One important element in project management is determining the organizational model to be used. The purpose of this study is to determine whether the organization model is effective to manage the e-learning system project in the PT. The research method used is literature study and interviews with key stakeholders, especially leaders of universities. The results show that the effective organizational model for the blended learning information system project is to use functional organizational structure, since functional organization is more appropriate for small to medium scale projects, focusing on the division of tasks based on the function of each part, the difficulty level is low and the limitationof resources.

Socioeconomic status moderates age-related differences in the brain’s functional network organization and anatomy across the adult lifespan

An individual's environmental surroundings interact with the development and maturation of their brain. An important aspect of an individual's environment is his or her socioeconomic status (SES), which estimates access to material resources and social prestige. Previous characterizations of the relation between SES and the brain have primarily focused on earlier or later epochs of the lifespan (i.e., childhood, older age). We broaden this work to examine the relationship between SES and the brain across a wide range of human adulthood (20-89 years), including individuals from the less studied middle-age range. SES, defined by education attainment and occupational socioeconomic characteristics, moderates previously reported age-related differences in the brain's functional network organization and whole-brain cortical structure. Across middle age (35-64 years), lower SES is associated with reduced resting-state system segregation (a measure of effective functional network organization). A similar but less robust relationship exists between SES and age with respect to brain anatomy: Lower SES is associated with reduced cortical gray matter thickness in middle age. Conversely, younger and older adulthood do not exhibit consistent SES-related difference in the brain measures. The SES-brain relationships persist after controlling for measures of physical and mental health, cognitive ability, and participant demographics. Critically, an individual's childhood SES cannot account for the relationship between their current SES and functional network organization. These findings provide evidence that SES relates to the brain's functional network organization and anatomy across adult middle age, and that higher SES may be a protective factor against age-related brain decline.

STRATEGIC DIRECTIONS AND MECHANISMS OF FORMATION OF NEW ORGANIZATIONAL FORMS OF MANAGEMENT OF NATURE PROTECTION IN THE LOCAL SOCIOECONOMIC SYSTEM

The article substantiates the necessity of creating new organizational forms of environmental management in the local socioeconomic system. The formation of a multi-purpose ecological complex as an integral, dynamic formation is proposed. Its component and functional-organizational structure have been established. Approaches to the formation of the objectives of the complex and their structuring were determined. Displays the differences of the complex from other environmental organizations, associations. The strategy and tactics of implementation of the proposed innovation are disclosed. The main strategic directions and mechanisms of activation of natural - resource factors of social and economic development of the local area are determined.

Relationship between Strategy Implementation and Performance in Commercial Banks in Nairobi County Kenya

<p>A Strategy is an essential management contrivance in any organization today. The tests of the modern business environment and fast changing global economy demands high productivity speed and flexibility for organizations that seeks to thrive. In order to achieve the required efficiency and effectiveness, organizations must change their structure strategically. The main aim of this research work was to analyze the key drivers affecting strategy implementation in the commercial banks in Nairobi, Kenya. Specifically the study endeavored to determine whether communication systems affect implementation of strategy in commercial banks, establish whether leadership styles affect implementation of strategy in commercial banks, establish whether organizational structure affect implementation of strategy in commercial banks and establish whether organizational culture affects the implementation of strategy in commercial banks in Nairobi, Kenya. The study adopted a descriptive and quantitative design. The study targeted top management of the head offices of listed commercial banks in Nairobi consisting of a total of 191 respondents. The data generated by the study after fieldwork was edited, coded then entered into a computer for processing using the Statistical Package for Social Sciences (SPSS v. 21.0). Descriptive and inferential statistics were used to analyze information generated from respondents. The data collected has been presented by use of percentages, frequency distributions, tables and figures. From the research work findings, the study concluded that those listed commercial banks at <a href="https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwillMzZmafLAhXEPRoKHXRsDW0QFggeMAA&url=http%3A%2F%2Fwww.nse.co.ke%2F&usg=AFQjCNHkuEfa6EUtK3TQF3kUsqKOlmq6lQ&sig2=IYtsly50V3H1ftW2GDitxA">NSE in Nairobi County-Kenya</a> that invested heavily in innovation in effective communication systems, inspirational leadership, functional organization structure and culture recorded high level of strategic implementation performance revealed by unanimous consent of “Good strategies implemented has increased our profitability levels for the last five years”. The study recommends that, the managers should always give direction and supervision through different phases of strategy implementation. Implementing a change is often done in phases. The listed banks at NSE leadership need to be able to identify when each phase of a strategic implementation is complete and be ready to transition the organization to the next phase.</p>

Understanding Functional and Divisional Organizational Structure

Most management students have had limited exposure to issues concerning organizational structure. This exercise offers a brief in-class experience of the differences of working in a functional structure versus a divisional structure. The instructor guides students to think about certain events, or challenges, confronting their simulated organization. Some of these challenges are best handled by a functional organizational structure, while others are much more taxing if organized that way. Conversely, a divisional organization can produce agile responses to certain initiatives but poses difficulties in coordinating across multiple divisions. Students can begin to sense how structure exerts a major influence on decision making.

Challenges of control in functional organization structures:Example of outsourcing sector

IntroductionOutsourcing sector is dynamically developing in Poland. The growth of investments in outsourcing sector has become significant with the entrance of Poland the European Union. Nowadays, average increase of employment in this sector in Poland reaches 20% year over year. Poland is a leader in modem business services sector in Eastern and Central Europe [www 1]. As the international business services are still relatively new and the phenomenon in Poland remains not fully explored, the literature and research related this type of operational restructuring are not extensive. The author is trying assess challenges of internal control in international outsourcing companies during restructuring phase. Usually, the companies apply functional organization structure [Kroon 2004, p. 223] with managers located abroad or employees working remotely. There are many factors related control, starting by the change of organization structure that should be taken under consideration in the decision processes.The literature treats widely the aspects of challenges related implementation of outsourcing strategies. Many authors underline the need of control and its importance in implementation of outsourcing. Possible risks are described on general level as potential cons of outsourcing. The studies on how adapt the control systems new reality and what experiences related control managers may have in transforming businesses are missing and have been identified as a research problem by the author. The goal of the paper is show the challenges the company may face in the area of control while taking a decision of outsourcing selected part of the business. This kind of operational restructuring entails significant changes in the organizational structure of the company. The author refers functional organization structure which is most commonly applied. The aspect of globalization has been taken into consideration as well.The article consists of three chapters and conclusions section. The first chapter presents review of literature in the field of outsourcing and control. This chapter presents control as a key management function with focus on control in outsourcing and describes the transformations in organizational structures of the company while applying outsourcing strategy. The next chapter describes the research methodology and phases of studies conducted. The third chapter relates research findings and summarizes the challenges a company may face while taking decision outsource selected activities with distinction of outsourcing external partner and creation of shared service center within a capital group.1.Literature review1.1. Control as a key management functionThe research concept is based on literature studies as well as empirical analysis of selected companies from business service centers sector. The term control has broad meaning and is one of the most important ones in the management sciences. In its results, a company can see its past and rough the future out [Kuc 2009, p. 18]. Cambridge dictionary presents verb control as to order, limit or rule something, or someone's actions or behavior [www 2]. The word control, coming from British and French tradition, was primarily used assess legislation pieces. Currently, internal control is a key element of any organization [Wojciechowska 2015]. There are multiple definitions, but interpretation of Koontz and O'Donnell is valid despite the time, the object and the subject of control. According the authors the process of control consists of three steps:- set up norms,- compare results norms,- correct deviations.To ensure efficiency of control, it is crucial correct deviations timely and apply appropriate tools avoid these deviations in the future [Fayol 1926, p. 6]. Nowadays, many authors (i.e. Webber, Goetz, Kurnal) underline the need of anticipation in the process of control ensure corrections can still be made. …

Doktrina organizacije dogovora za kolektivnu bezbednost

Organization of the Collective Security Treaty (CSTO) is a security integration in the Eurasian region. In the framework of the CSTO after a long time and many changes and corrections, made functional and clear organizational structure. This process was from the original DKB as almost a political organization, through DKB war and especially the CSTO as a complete military-political integration on post-Soviet space. Today, the CSTO has a completely clear and manageable structure, starting from the highest authority and the Collective Security Council, through the Council of Foreign Ministers, the Council of the Ministry of Defense, the Secretary of the Security Council Committee CSTO and other organs. All decisions, other than procedural, are taken by consensus. The biggest disadvantage of the functionality of the CSTO, it can be pointed out the lack of authority for the settlement of disputes between States. Also, as a deficiency can be treated and that so far some issues related to the mechanism of adoption and the legal empowerment of the decisions taken by the authorities of the CSTO, remained unresolved.

Modelo de gestión para un departamento de ingeniería con desarrollo de proyectos: caso DII – ULS, Chile

This study describes the proposal and implementation of a management model used in an academic unit of an engineering department at a regional state university (Chile), which develops applied research projects and aims to obtain funding from both public and private organizations. The main objective of this proposal is the fulfillment of the university’s mission of knowledge transfer toward the region where it is located. This article presents the incorporation of a functional organization into an academic unit which is administratively part of a vertical organizational structure at a traditional state university; the objective is that this academic unit improvesthe management of both human and financial resources.This proposal describes a functional organizational structure, which is moldable depending on the conditions of each project,both for the assignment of human resource functions and financial resources, for each specific caseaccording to the institution that is financing/cofinancing the research project.

Safety and Risk Management

The article is devoted to the problem of creating a system of security and risk management. Formulated in relation to the process of movement of trains:- factor of safety of the train - the probability of traversing the trains on a particular route without transfer of its movement in a dangerous condition;- a measure of risk of the transfer movement of the train in a dangerous state - transition probability of motion in a dangerous state when the movement of trains on a given route.The objectives of security and risk management are: to provide values of their indicators are not worse than normative, namely, the values of the performance security shall be not less than the normative, and the values of indicators of risk - not more than normative. Proposed functional framework and organizational structure for the management of safety and risks.

Реалізація сценарного підходу в управлінні проектами на основі типових задач

The problems of communication between the functional units of the tasks and objectives of the project schedule are discussed. For businesses with a functional organizational structure there is proposed using the scenarios of projects on the basis of typical tasks that are defined by functional responsibilities units. Creation a repository of scripts and a repository of typical tasks has been proposed. The research presents the data processing scheme for the analysis of project implementation. The structure of the software project management scenarios using typical problems has been suggested. Fig.: 3. Refs: 10 titles.

"CEO Functional Background, Organizational Structure and Performance"

I develop and test a theory of how and to what extent bounded rational CEOs influence organizational performance through their impact on organizational structure. I examine the relationship between...

Business process management in hotel industry: A proposed framework for operating processes

The purpose of this paper is to develop a generic hotel enterprise framework for operating business processes. That framework will encourage hotel and lodging enterprises to see their activities from a cross-industry process viewpoint instead of a narrow functional viewpoint. The process oriented perspective of business and hotel enterprises may surmount many of the weaknesses of the classical functional organizational structure and vertical management. The transformation of a hotel organization towards a business process management system with horizontal or process management point out the need to leave functional organizational in a hotel, and directs attention of its managers to different types of business processes: operating processes, management processes and support processes. Operating processes are a complete, dynamically coordinated and measurable set of activities or logically related tasks that use one or more input and produce outputs, at the same time creating value for hotel guests. This paper develops classification of operating business process on: the process of hotel housekeeping, the process of supplying necessary inputs, the process of guests arrivals and departures and the process of producing and serving food and beverage. The proposed framework for operating processes are very useful for hotel managers in Serbia, since they point out the relevance of more consistent application of business process management system in dayto-day business activities with the aim of effective decision-making.

Alinhamento dos projetos de TI aos modelos de negócio das organizações

A necessidade de alinhar objetivos e estratégias da organização à execução dos portfólios, programas e projetos não é uma tarefa trivial. Muitas vezes, os projetos de TI são entregues com tecnologia revolucionária, no entanto, não em aderência plena às necessidades do negócio. O modelo de negócio (MN) pode ser visto como ferramenta conceitual essencial para capturar, compartilhar e criar uma visão comum do modelo da organização. O presente estudo buscou identificar o nível de maturidade do alinhamento dos projetos de tecnologia da informação (TI) aos modelos de negócio nas organizações no Brasil. Para tanto, foi realizada uma pesquisa exploratório-descritiva de natureza quantitativa com utilização do método levantamento de campo (survey). Responderam ao questionário 327 profissionais atuantes em projetos de TI de fevereiro a abril de 2012. Foram aplicadas técnicas estatísticas descritivas e univariadas, como a distribuição das frequências percentuais, além da análise multivariada, especificamente a técnica exploratória de Análise de Componentes Principais para Dados Categóricos (CATPCA). Em resposta ao objetivo principal desta pesquisa, obteve-se um escore de 3,42, classificado como nível de maturidade '3-estabilizado/ focado', isto indica o início da utilização da TI de forma estratégica nos negócios. A análise dos resultados também demonstrou que a formalização de uma sistemática de gestão de projetos de TI é um processo em solidificação crescente dentro das organizações, a estrutura organizacional funcional ainda é a mais praticada, embora a estrutura 'projetizada' tenha conquistado seu espaço, apresentando-se na segunda posição. O escritório de projetos lidera como sendo a área que seleciona, prioriza e monitora projetos. Por meio de testes de hipóteses, verificou-se que o escritório de projetos e a estrutura organizacional 'projetizada' são aspectos positivos e significativos no alinhamento dos projetos de TI aos modelos de negócios.

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Resources of the majority of oil and gas companies in Russia are managed within functional organizational structure. Thereof productivity and management efficiency depends a little on needs of a company for use and development of an oil and gas field and its infrastructure. In some industry enterprises a project management is used. The analysis of project management in such companies, as TNK-BP, LUKOIL Overseas, Rosneft, Gazprom dobycha Yamburg, Gazprom dobycha Noyabrsk was made. It is offered to use a complex of 2 models for oil and gas enterprise management. The first model has to be based on concept of oil and gas asset, the second one has to use a project management methodology. A new definition for the term "Oil and Gas Asset" is entered. The oil and gas asset is one or several fields with integrated economy, production, auxiliary and transport infrastructure, grouped according to their development logic. The oil and gas asset has its own life cycle consisting of stages and including life cycles of fields entering in the asset. Life cycle�s stages are filled both traditional (operational) activity, and design (projects� programs and projects themselves). Management of an oil and gas asset is impossible without application of one-man management principle. A project, as well as an asset has to be managed by one owner � manager or administrator (depending on powers and responsibility delegated to him). For development, elaboration and support of fields and their infrastructure (i. e. that activity which is difficult to operate in functional organizational structures) it is offered to apply the project management methodology. A multilevel project management model, as well as examples of projects� type design practice, and structures of decomposition of their works have been presented in this paper. The specified models were applied to development and deployment of mana gement�s corporate systems in OAO Tomskgazprom and OOO Gazprom transgaz Tomsk. Systems apply complex integration approach to a problem of coordinated management of fields and other assets and resources related to the oil and gas company.

1202 設計組織を考慮した機能構造に基づく製品ファミリの設計支援(OS1-1 製品設計開発のためのモデリング・方法論・マネジメントI,OS1 製品設計開発のためのモデリング・方法論・マネジメント)

1202 設計組織を考慮した機能構造に基づく製品ファミリの設計支援(OS1-1 製品設計開発のためのモデリング・方法論・マネジメントI,OS1 製品設計開発のためのモデリング・方法論・マネジメント)

DEVELOPMENT OF A SCENARIO-BASED PROJECT MANAGEMENT SYSTEM CONSTRUCTION IN ENTERPRISES WITH THE FUNCTIONAL ORGANIZATIONAL STRUCTURE

Commonly accepted point is that functional organization structure is a poor environment for project management. The scenario repository approach is designed especially to support project management in environment with great amount of operational activity taking into account, that in such cases, project tasks have their reflection in the tasks of business-processes. Creation of a special project and operation task management tools set allows to create a new approach in change management in enterprises with functional organization structure, optimize the processes, involved in project management activities, compile the knowledge base of project and operational task management using the project task - operational task mapping to reveal the bottle necks of both.

Guardians of the matrix

Guardians of the matrix

Ubiquitous IT: The case of the Boeing 787 and implications for strategic IT research

Case-based research was conducted on strategy and IT evolution in the Boeing Company. Results showed IT investment in the 20th century supported an increasingly decentralized hierarchical functional corporate organization structure, and shifted during the early decades of the 21st century toward an IT-enabled global network organization structure. IT investment context changed from an inward focus to an outward, IT-ecosystem focus. IT had penetrated every facet of the corporation creating IT ubiquity. But while IT was everywhere, IT strategic leadership remained fragmented and nowhere. Further research is required to define strategic IT leadership and its locus in the modern corporation.

SitEx: a computer system for analysis of projections of protein functional sites on eukaryotic genes

Search of interrelationships between the structural–functional protein organization and exon structure of encoding gene provides insights into issues concerned with the function, origin and evolution of genes and proteins. The functions of proteins and their domains are defined mostly by functional sites. The relation of the exon–intron structure of the gene to the protein functional sites has been little studied. Development of resources containing data on projections of protein functional sites on eukaryotic genes is needed. We have developed SitEx, a database that contains information on functional site amino acid positions in the exon structure of encoding gene. SitEx is integrated with the BLAST and 3DExonScan programs. BLAST is used for searching sequence similarity between the query protein and polypeptides encoded by single exons stored in SitEx. The 3DExonScan program is used for searching for structural similarity of the given protein with these polypeptides using superimpositions. The developed computer system allows users to analyze the coding features of functional sites by taking into account the exon structure of the gene, to detect the exons involved in shuffling in protein evolution, also to design protein-engineering experiments. SitEx is accessible at http://www-bionet.sscc.ru/sitex/. Currently, it contains information about 9994 functional sites presented in 2021 proteins described in proteomes of 17 organisms.