Organizational Management Model Research Articles

Study on “One Map” Organizational Model for Land Resources Data Used in Supervision and Service

Featured by diverse formats, sources, platforms and mathematical bases, the land resources data belong to a typical heterogeneous data warehouse. It is very important to establish the organizational model for land and resources management and supervision of resources. After thoroughly analyzing the characteristics of land resources data, this paper puts forward the establishment of One Map organizational model for land resources data used in supervision and service in four principles, that is, comprehensiveness, integrity, sharing, timeliness. To analysis the characteristics of update and sharing relationship between the One Map database with Business Database, Monitoring Database and Index Database. Take Chengdu city as an example, we employ the ETL and data update management technology to construct the initial One Map database and realize its update management. In this way, the One Map comprehensive database is con- structed with the full coverage of space, business and sector, which have covered more than two kinds and 51 items of land and resources data. In addition, they have covered 160 key elements, more than 90 million records and up to 3TB data. So as to provide the data support and information service for analysis and decision of land and resources manage- ment and supervision of resources.

Understanding microinteractions as applied research opportunities for information designers

Designers and communicators who work in computational spaces often consider the “big picture” of information design. This approach requires researchers to scrutinize the complex nature of human discourse. They must also study the interactions with, and relationships to, technology as people speak with and write to one another. Humans communicate and computers operate within multilayered organizations or inside other complex information environments, so it is not surprising that these investigations of communication are frequently multifaceted. Big picture research is characterized by various research methodologies. One popular example is the case study model of organizational knowledge management and communication practices that include thoughtful considerations of designers, products, audiences, and sociopolitical contexts. Such case studies may be designed to catalyze practical improvements within an organization as well as generate new ideas and theories about information design. While useful in many ways, this popular, expansive category of applied research has led to a gap in knowledge and an opportunity for additional focusing. This gap has emerged because more narrowly focused design details within these environments are left unconsidered or are insufficiently analyzed. Details like these are important since they generate insights into particular patterns of user activity. These insights add to a comprehensive understanding of the holistic experience of users as they interact with products and software. For example, applied research studying information communication practices as they

Diffusion of changes in organizations

Purpose – The purpose of this paper is to address the advisability of innovation diffusion theory for enhancing the adoption/execution success rate in leading organizational change. Design/methodology/approach – The study design involved an interpretive discussion of innovation diffusion theory and related research, followed by a review of influential models of organizational change management (CM). Through analysis and synthesis of the essential ideas and processes derived from both schools, this study conceptualized an integrated change diffusion model with practical and research implications. Findings – The study findings were presented via an organizational change diffusion model and its phases with major considerations. Leading change should be a systematic but responsive process as visualized by a sequential but recursive flow of the phases; change could sustain with the spontaneous function of organizational dynamics; before-during-after diagnosis and evaluation would be fundamental to the success of change efforts. Research limitations/implications – This study recommended that future research empirically test the validity of this study’s conceptual arguments and attempt to further integrate innovation diffusion and CM research in many areas, including the change leader’s competencies. Extended research opportunities were presented as well. Practical implications – This study suggested that change leaders concentrate resources on a few positively or negatively influential individuals and take advantage of communication networks to persuade and inform others to help with their change adoption. Change leaders were also advised to partner with formal/informal opinion leaders and facilitate each player’s proper role in the change diffusion efforts. An additional suggestion was that system-centric thinking should precede the individual-blame orientation in the root cause analysis of adoption/non-adoption (diffusion/non-diffusion) of a change. Originality/value – This study offers value by enriching CM approaches in consultation with the research asset on innovation diffusion, which has been less capitalized upon in the organizational CM arena. Specifically, value added includes an encompassing consideration of both normative-reeducative and empirical-rational perspectives on individuals’ behavior change, a research-based conceptual extension of CM models, and consummative strategies for effective and efficient change interventions.

Práticas de sustentabilidade em instituições de ensino superior: evidências de mudanças na gestão organizacional

A mobilização política em defesa do meio ambiente, nas últimas décadas, em nível internacional, promoveu discussões sobre sustentabilidade, o que resultou em mudanças nos modelos de gestão organizacional, em resposta a pressões exercidas por organismos internacionais e por ambientalistas. Tais pressões condicionam mudanças de comportamento organizacional e medidas regulamentadoras que propiciem maior controle de suas ações. O estudo objetiva analisar formas de atuação das Instituições de Ensino Superior (IES) na construção de um novo modelo de gestão, que incorpore a dimensão socioambiental e contribua para a sustentabilidade. Para tal, são analisadas algumas experiências em instituições brasileiras e de outros países quanto à adoção da sustentabilidade como modelo de gestão ou princípio norteador desta. Trata-se de uma pesquisa bibliográfica e documental, parte de um estudo mais amplo, ainda em construção, que busca evidências de sustentabilidade, particularmente em uma instituição de ensino superior na Amazônia brasileira – a Universidade Federal Rural da Amazônia (UFRA). Os resultados do estudo mostram que IES estão na vanguarda da construção de conhecimento e de valores sustentáveis, bem como na incorporação desses conhecimentos e valores nos seus modelos de gestão. São evidências de possíveis caminhos que uma IES pode seguir para tornar-se uma Organização Sustentável.

On the development and strategy of translational medicine at hospitals

Translational medicine has been on the rise for 20 years as a new model of biomedical research,which plays a positive role in narrowing the gap between basic research and clinical medicine and in development of medical sciences.This paper traced back the milestones of translational medicine,and analyzed the hurdles for China to develop translational medicine,namely the organization system,management model and benefit sharing.On such basis,the authors recommended on the development and strategy,especially in clinical medical institutions in China. Key words: Translational medicine; Direction; Strategy; Development

Optimized acute stroke pathway using medical advanced regulation for stroke and repeated public awareness campaigns

ObjectiveThe aim of this study is to evaluate the efficiency of a specific organizational model for early stroke management associated with repeated public awareness campaigns on stroke warning signs. MethodOur model is based on initial telephone triage of potential candidates for an intravenous thrombolysis by an emergency physician before a 3-party conference including basic life support team on scene and a stroke neurologist. We performed a time series analysis for a period of 5 years and a half, comparing the number of emergency telephone calls with that of intravenous thrombolysis treatment realized. ResultsIn our organizational model, repeated awareness public campaigns increased both the number of emergency calls for suspected stroke and the selection of potential candidates for intravenous thrombolysis. Results from the time series analysis suggest that educational campaigns are a major factor influencing our emergency medical service activity. This result is correlated with the number of performed intravenous thrombolyses by the stroke center especially within a 3-hour delay (Spearman ρ, P = .621, P = .000 and P = .439, P = .000, respectively). ConclusionEducational programs repeated each year are useful to the population for learning how to recognize stroke symptoms and send straight away an emergency call. Combining the emergency action with an early remote evaluation by the stroke center team and a direct admission in imaging department shortens the time-to-treatment delay. This model is reproducible in different health care systems.

Balanced Scorecard em uma Instituição de Ensino Superior: uma Proposta de Modelo para Gestão Estratégica

Este artigo tem como objetivo propor um modelo para a gestão estratégica organizacional de Instituições de Ensino Superior, por meio da estruturação de um Balanced Scorecard (BSC) - ferramenta eficaz que traduz a visão e a estratégia organizacional em metas operacionais. Ressalta-se que embora as perspectivas originais sugeridas por Kaplan e Norton (1997) sejam as mais utilizadas, algumas IES geram perspectivas diferenciadas, como a perspectiva Sociedade no caso da Faculdade Alfa (nome fictício), particularmente aqui estudada. A abordagem da pesquisa é qualitativa e quanto aos objetivos se considera exploratória. As estratégias de pesquisa utilizadas foram bibliográfica, documental e estudo de caso. Os dados foram coletados por meio de estudo observacional, bem como de fontes secundárias. Os resultados da pesquisa indicam que: (i) as estratégias da instituição estão traduzidas em iniciativas e ações, por meio da ferramenta BSC; (ii) a instituição traduziu os objetivos estratégicos do Plano de Desenvolvimento Institucional em metas operacionais e (iii) o mapeamento da instituição desenvolvido por meio da metodologia BSC gerou uma visão holística e alinhada das estratégias desdobrando-as até seu nível operacional.

Best Practices to Increase Progress in knowledge Management

Purpose–This paper outlines and discusses the professional abilities, skills, training and competences necessary in order to implement best practices and to push forward the progress in knowledge management within Higher Education.Design/methodology/approach–The most effective knowledge management in Higher Education allows access to information from different documents and databases, and also allows it to be continually improved, through students’ application of the skills and knowledge learned in universities. Explicit knowledge management is objective and relational knowledge that can be expressed through a formal and systematic language with words, numbers, formulas, etc. The authors elaborate on the educational, managerial and quantity aspects of knowledge management in a university setting.Findings–The organizational knowledge management model, driven by pre-specified plans and goals, aimed to ensure optimization and efficiencies is based primarily on building consensus, convergence and compliance.Practical implications–The quality of knowledge can be estimated by its ability to assure a progress for the knowledge management. Also the knowledge will produce solutions faster and more effectively in universities. The authors encourage knowledge claims, having a degree of utility, as well as a degree of satisfaction.Originality/value–This paper draws on our experience in implementing knowledge management in Higher Education, in order to support scientists to discuss their best practices. Typically, teachers were expected to work to support, initiate and maintain the processes of knowledge management in Higher Education.

Organizational Impression Management: Utilizing Anticipatory Tactics

The current pair of studies are the first to empirically show that the proposed tactics/processes (i.e., accommodation, legitimation, intimidation, bureaucratic) of the anticipatory organizational impression management (OIM) model decrease initial challenges to an event and prevent the escalation of an already existing challenge. Moreover, our data showed that variables specified by the model mediated the relationship between the tactics and the respective dependent measures (i.e., initial challenges, escalation of challenges). Our results offer compelling evidence for the OIM model, an empirical case that has been heretofore absent from the literature.

Public–private partnership and corporate public sector organizations: Alternative ways to increase social performance in the Portuguese water sector?

Using survey data from the Portuguese Water Sector Regulator, the following study explores the relationship between social performance and the sector providing water service. In that sense, lower user prices and higher quality goods and services are linked to superior social performance. Our empirical analysis demonstrates that user prices have a stronger relationship with organizational costs than with property or the adopted management model in the delivery of public services. In contrast, the quality of the goods and services possesses a stronger connection with property rather than with organizational costs or management models. Such results contradict the New Public Management ideas; mainly that private sector participation through public–private partnerships in the delivery of public services will inevitably lead to a better use of scarce resources, and consequentially to lower user prices and higher quality goods and services. In the Portuguese case, policy implications are that public–private partnerships ceased until lower organizational costs, higher quality services and lower user prices are secured.

Nursing resources and responsibilities according to hospital organizational model for management of inflammatory bowel disease in Spain

Background Nurses play an important role in the multidisciplinary management of inflammatory bowel disease (IBD), but little is known about this role and the associated resources. Objective To improve knowledge of resource availability for health care activities and the different organizational models in managing IBD in Spain. Methods Cross-sectional study with data obtained by questionnaire directed at Spanish Gastroenterology Services (GS). Five GS models were identified according to whether they have: no specific service for IBD management (Model A); IBD outpatient office for physician consultations (Model B); general outpatient office for nurse consultations (Model C); both, Model B and Model C (Model D); and IBD Unit (Model E) when the hospital has a Comprehensive Care Unit for IBD with telephone helpline, computer, including a Model B. Available resources and activities performed were compared according to GS model (chi-square test and test for linear trend). Results Responses were received from 107 GS: 33 Model A (31%), 38 Model B (36%), 4 Model C (4%), 16 Model D (15%) and 16 Model E (15%). The model in which nurses have the most resources and responsibilities is the Model E. The more complete the organizational model, the more frequent the availability of nursing resources (educational material, databases, office, and specialized software) and responsibilities (management of walk-in appointments, provision of emotional support, health education, follow-up of drug treatment and treatment adherence) (p < 0.05). Conclusions Nurses have more resources and responsibilities the more complete is the organizational model for IBD management. Development of these areas may improve patient outcomes.

Adaptación del modelo español de gestión en trasplante para la mejora en la negativa familiar y mantenimiento del donante potencial

El propósito del estudio fue comparar los datos relacionados a la formación y perfil de los coordinadores de trasplante de Brasil y España para evaluar oportunidades de mejoría en la negativa familiar y el mantenimiento del donante en nuestro país. Una minuciosa evaluación fue realizada, comparando los datos de formación del coordinador de trasplante, perfil del coordinador de trasplante y de la metodología de trasplante de cada país. En Brasil el promedio de horas de capacitación recibida antes de empezar a trabajar con trasplantes es de ocho horas, en España de 42 horas. En Brasil 22,9% de los coordinadores de trasplante son médicos y en España 95% son médicos. El tiempo que actúa el coordinador de trasplantes en Brasil es de nueve meses y 22 días y en España 60 meses. El Modelo de Gestión de la Organización Nacional de Trasplante, puede ser adaptado en Brasil, como una forma de mejoría en la formación del coordinador de trasplante y de cambiar las tasas por negativa familiar y por pérdidas de mantenimiento.

Aportes desde las ciencias biológicas a la teoría de la gestión

&lt;span&gt;Las metáforas biológicas han sido aplicadas en los modelos de gestión organizacional para fortalecer su conceptualización y entendimiento, sin embargo se requiere hacer un seguimiento bibliométrico de estos aportes con el fin de articular dicha información. El objetivo del presente documento es destacar los resultados obtenidos para establecer el estado del arte, enfoques y aportes del desarrollo de la aplicación de los modelos biológicos en las ciencias administrativas. De los resultados obtenidos se encontró que existe un fuerte posicionamiento de la aplicación de los conceptos biológicos en la implementación de procesos productivos, como una forma de administrar eficientemente la producción. Adicionalmente, la generación de la comparación está relacionada con las formas de organización del medio ambiente para ser aplicadas a las estructuras organizacionales. No obstante, el análisis realizado muestra que la dinámica de publicaciones sobre el aporte de las biociencias a la gestión tiene mucho potencial y ha sido diverso conceptualmente.&lt;/span&gt;

Organizational Communication and Conflict Management Systems

AbstractThe purpose of the present article is to examine the prevailing model of systematic organizational conflict management from an organizational communicative perspective and to suggest directions for improvement. Particularly the model of conflict management system (CMS) is examined at the macro-level from the novel theoretical perspective of social complexity augmented with an interpretive view of organizational communication. Specifically two models – the dual function of communication and the arena model – are utilized to illustrate weaknesses and points of development in traditional CMS thinking. CMS was found to represent a rather limited vision of contemporary conflict management. It is rooted in a mechanistic view of organizational communication, which, we assert, is problematic from the organizational conflict management perspective, both theoretically and practically. The differences between CMS and social complexity approaches are identified, and a fresh framework for strategic conflict management is introduced.

Design Framework of KSPI Model (5iKSPI)

1. Abstract Several contemporary models have been developed to assist organizations to evaluate and to improve their software development processes and capabilities. There is substantial evidence that a successful software process improvement (SPI) program will result in improvements in productivity, quality, schedule, and business value. In this paper work, we have analysis several SPI models like: BOOTSTRAP, CMM, ISO, PSP, SPICE, TSP, and Trillium, and Knowledge based models like: Pillars Of Knowledge Management Model, Core Capabilities And Knowledge Building Activities Model, Organizational knowledge Management Model, Model Of Knowledge Organization, Model OF Knowledge Management Stages, Intellectual Capital Model, Spiral Of Organizational Knowledge Creation, KPMG knowledge Management Process Model. Here we design a new SPI model(5iKSPI) that based on Knowledge management techniques. 2. Literature Survey According to Suliman Al-Hawamdeh [10] the majority of those interested in knowledge management, the key drivers are organizational efficiency, maximizing organization‟s potential, competitive advantage, building a learning organization and managing intellectual capital. However, implementing knowledge management is also not that easy. Organizations wanting to implement knowledge management have to grabble with issues such as strategy, technology, organizational culture and knowledge organization. In other research from Espen Frimann et. al [5] we found that employee participation in the improvement process has a positive effect on the success of Software process improvement. Another research from Bridget Meehan et. al. [2],the finding of established that four knowledge V 2010 International Journal of Computer Applications V olume 1 N o. 14

Understanding diversity managers&amp;otilde; role in organizational change: Towards a conceptual framework

AbstractThe paper presents a conceptual framework charting the agency of diversity managers in organizational change. Evaluating and critiquing the contemporary models of organizational change management, we identify three concepts, which are situatedness, relationality, and praxis, for understanding the diversity managers' agency in the organizational change process. Each orienting concept is explored in the context of current diversity management literature and their combined explanatory power is discussed. Copyright © 2009 ASAC. Published by John Wiley &amp; Sons, Ltd.

The pyramid model of school management

Models of organizational management are presented in the literature and in the managerial practices of recent years. They are aimed to improve organizational governance, and to enhance organizational overall efficiency. The common denominator for most, if not all these management models is that they generally focus on a single aspect, or on a very limited number of aspects of the organizational conduct whereas running an organization is a highly complex undertaking, incorporating a large number of functions and processes. School principals tend to adapt out-of-school management process, usually adapting them from the business world. And therefore we can see that the educational system at all and the school system in particular, implement business management methods. This research indicates that school principals are well aware of all the school management processes and procedures. The important contribution of this research, which is based on the unique contribution of the multi-faceted theory, is acknowledging the work of the school principals as a pyramid which its base is composed of essential consensus procedures and its three sided indicate three major school management process. We suggest that this pyramid will be called "The Pyramid Model of School Management". The various management processes that built this pyramid are based on mutual aims and consensus of the school team to reach these aims. The consensus of the aims is essential, and with out it, the school cannot exist as an affective organization. Choosing when to take a various management action is a feedback based, and situation-based conduct. It is also shown in this research that school principals distinguish between three major management processes which we recommend that they will be called the "pyramid sides" and include: results management, human resources management and general resources management. The three groups are bounded by the "core of management"

Organización en institutos de gestión clínica (centros orientados al paciente): descripción de la utilización hospitalaria

ObjectivesTo assess the main features and determining factors of inappropriate admission and hospital stay in relationship with a new clinical management model. MethodsStudy population included all patients discharged from the Hospital Clinic-University of Barcelona. The review tool was the medical and surgical Appropriateness Evaluation Protocol (AEP). We reviewed the clinical records of a representative sample of all discharged patients. Two independent and well trained AEP reviewers were used for each record review. A multivariate analysis was performed, using admission and inappropriate hospital stay as independent variables. ResultsA total of 401 admissions were reviewed. Twenty-eight (6.9%) were deemed to be inappropriate. Elective admission, admission over the week-end and being admitted to a medical ward were the predictive variables identified for inappropriate admissions. Of all 2,187 hospital stays reviewed, 267 (12.2%) were deemed to be inappropriate. An inappropriate admission, total length of stay, type of insurance coverage and discharge type were the predictive variables identified for inappropriate hospital stays. ConclusionsThe new organization and clinical management model, developed by the Patient Focused Care Institutes, showed very acceptable levels of inappropriate admissions and hospital stays. Surgical services have benefited most from this new organization. Care provided to patients with medical conditions, notably those patients with multiple and chronic conditions, make up most of the inappropriateness identified.

A Knowledge Management Perspective on Business Models

So far no theory has been reported academically on the expected relationship between Business Models and Knowledge Management. The theme of this paper is to look into domains of Knowledge Management and Business Models simultaneously and find missing links of a probable relationship between two domains. In order to establish this connection, we can work in the domains of Organizational Transformation (Business Re-engineering), Knowledge management and Business Model concepts. It may help establish a link on theoretical basis. For this purpose, first we will propose a modified definition of Business Model and then discuss a hierarchical structure of knowledge related functions referred as ‘Knowledge Repository’. We will also probe where knowledge, as a strategic asset, is located in an organization which is then shared among interacting partners in a value chain. We will also link this phenomenon of Business Model concept with so called ‘Open Business Models’. The adapted term ‘Open Business Model’, referred by Chesbrough (2006), will be used in a context of creating value and to capture part of this value during transformation process. In this paper, we will initiate debate on two hypotheses, 1) knowledge related functions are core elements to effectively manage knowledge and, 2) Business Model has a direct causal relation with Knowledge Management. This multi-theory research may lead towards building a theory of ‘Open Business Models’ in the domain of E-Commerce which intends to fill a gap between Knowledge Management and Business Models, otherwise an untested area so far in the field of E-Commerce. This research will also provide new venues for research in the field of Business Models and Knowledge Management.

Integrating Traditional Organizational Behavior Theories and Issues for Employee Assistance Practice

Demands placed on the 21st century organizations because of the changing environment of work have increased the need for employee assistance practitioners to become knowledgeable in organizational assessment and development. This article presents some of the current issues facing organizations and discusses some of the major organizational behavior theories and management models. Such knowledge can add significantly to employee assistance programs (EAPs) in helping meet organizational needs most effectively and efficiently. Since organizational problems can contribute to employees' problems, an integrated system where the organization and the EAP work together will produce the greatest benefits to the organization and employees.