Organizational Structure Management Research Articles

Improvement of the organizational structure of management agricultural enterprises according to the principles of the market economy

The materials of the scientific publication define the role of marketing principles in the organization of the management structure of agricultural enterprises in the production process. The works of domestic and foreign scientists devoted to the efficiency of agricultural production, the service sector and the market were analyzed. When conducting research on the state of the organizational structure of management of agricultural enterprises based on the principle of marketing, general scientific research methods were used, in particular: a monographic method to identify the problem of adaptation of agricultural enterprises to the market environment, a method of comparative analysis to study the possibilities of adaptation to the market of agricultural enterprises of different sizes, an abstract-logical method with its methods of generalization analysis and synthesis and the method of induction and deduction for the formation of generalizations, conclusions and propositions. A system of the organizational structure of management of agricultural enterprises was established in accordance with marketing principles. The state and further development of the management structure of agricultural enterprises is determined. Presented are topical issues of forming the implementation of agrarian policy in the field of organizational structure of socio-economic and social-labor relations. The optimal system of labor organization in social and labor relations based on the principle of humanization of labor, which offers wide independence to the production enterprise, has been revealed. The conditions that determine the direction of all production and marketing activities of agricultural enterprises, which are based on the principles of marketing are analyzed. All activities of the agricultural enterprise are subject to this concept. The tactics of the marketing concept of an agricultural enterprise, based on the use of defensive and offensive positions, are also proposed. Appropriate conclusions were made that reflect the assessment of the financial condition of agricultural sector enterprises and offer the most effective method of marketing policy activation, which provides an opportunity to obtain more information about the activities of agricultural enterprises, conduct its analysis, and formulate specific proposals for production.

The nature and organizational structure of educational management

Management in education means ensuring the stable functioning of the education system, advancing it in terms of quality, and not lagging behind the level of development of the society as a result of the combined efforts of the subjects who manage it. management subjects of the educational institution are mainly its leaders (director, his deputies), teachers, students, parents and those involved in the organization of the educational process.

ORGANIZATION OF REAL ESTATE DEVELOPMENT PROJECTS

The considers the field of development, specifically focusing on the organization of project management in development. It is demonstrated that real estate development possesses certain characteristics that directly impact the activities of developers and the organization of development management. The presence of these characteristics creates a unique environment in which developers operate, influencing various approaches, schemes, forms, and models of project development management organization. The purpose of the article is to formulate systematic concepts regarding the forms of organization in development projects. To achieve the goal of forming a comprehensive understanding of organizational mechanisms for managing development projects, the paper examines the organizational environment in which project teams operate and the forms of project management organization in development companies. The paper illustrates that in the project life cycle model, the organizational structure of project management can vary both within individual phases and across projects of different concepts and scales. The management organization during different phases of the project life cycle (PLC) and the organizational structures of development companies during the construction phase have been analyzed. It is demonstrated that contemporary organizations consistently channel their efforts towards improving (developing) the organizational management environment in development and creating conditions for the successful implementation of projects. Therefore, in addition to the value of creating new tangible assets, the project management group (PMG) adds (creates) value through the establishment of a unique organizational environment. The approach to evaluating the values of collaborative work within a project team is demonstrated. The developed organizational environment unquestionably represents a value that the developer additionally acquires along with new development projects. Task: the paper explores the organization of project management groups (PMG) in development; organizational forms of development project management; the organization of project management in development during the construction phase as the most significant; and organizational structures of development companies. Research results: a system application for the organization of development projects’ management has been created. Possible forms of development projects’ organization and elements of the company's organizational structure are analyzed.

Bureaucratic structure of management of the organization in today’s conditions of uncertainty

Aim. To prove the facts of inefficiency of application of bureaucratic type of organizational structure of management, lack of its influence on economic growth in the conditions of growing global economic uncertainty. Objectives. To systematize the negative features of the bureaucratic model of management, reflected in the works of researchers of the XX century (among them - E. Downs, M. Crozier, B. Guy Peters, D. Flemming, V. Wriston, L. O’Tol), in particular, the lack of flexibility to external uncertain conditions, slow reengineering of business processes under the current realities of economic reality, the lack of motivation to develop the innovative potential of the subject; to study the impact of strong bureaucratic management on economic growth in the works of scientists of the late XX century. (P. Evans, D. Rauch); to reveal the contradiction in the XX century studies and prove that the bureaucratic organizational structure of management has a fading, sometimes stagnating influence on economic growth in the conditions of increasing economic uncertainty.Results. The paper investigated and found that the theory of the influence of the bureaucratic model on economic growth is confirmed on the example of 1960-2000. However, since the 2000s, which is proved in the research process, the bureaucratic organizational structure of management has a waning, sometimes stagnant effect on economic growth under conditions of increasing economic uncertainty. Consequently, bureaucratization of processes and bureaucratic organization is unable to respond to uncertainty. This is because the transition to the new century is marked by the introduction of the antipatterns of bureaucracy: digital technologies, artificial intelligence economy, flexible methods focused on situational management.Conclusions. The results revealed in this study prove the necessity of choosing a different type of organizational structure, not based on the bureaucratic model, in the conditions of permanent crisis and increasing uncertainty in the economy

Research issues of the region as an adaptive socio-economic system

Aim. To consider the issues of regional management in the modern conditions of the country’s economic development, which are characterized, on the one hand, by objective factors of the world economy development, such as dynamism, complexity, instability of the foreign economic environment, on the other hand, by the unfriendly attitude of a number of Western countries, which is expressed primarily in the application of economic sanctions to Russia.Objectives. To identify the main directions and peculiarities of the positions of various domestic and foreign authors regarding the issues of the study of the region as an adaptive socio[1]economic system; to formulate the functions and properties of the region as a system.Methods. The authors used empirical and analytical methods of research, defined the region from the position of the system approach.Results. The author’s vision of key properties of the region as a socio-economic system is presented, their description from the position of regional management is given. The existing approaches are analyzed and the peculiarities of the organizational and economic structure of management of the region as a system are defined, and the directions of its development in the conditions of unstable market environment are highlighted.Conclusions. There is an obvious need to form a new methodology of regional management on the basis of the system approach, taking into account the peculiarities of modern economic realities. The first step to this is the substantiation of the region as an open socio-economic system. The idea of expediency of further improvement of the mechanism of regional management on the basis of the principles of adaptation and self-organization is put forward.

Инновационное проектирование: организационные аспекты и прикладные вопросы

The experience of the leaders of various industries and sectors of the economy shows the importance of innovative component of the enterprises. Russian and foreign scientists define innovation as a special tool, a new look, a set of measures, the final result of new technologies introduction into various production and commercial processes. Through the development and implementation of innovative projects of the organization, enterprises change and optimize both technologies, goods, business processes, and management system, organizational structure, and etc. The work on innovative projects should integrate the efforts of specialists, employees of the enterprise and departments to achieve the goals of efficiency increase. Application of various approaches to the development and implementation of innovative projects is based on assessment and understanding of the strengths and weaknesses of each of them, possibility and prospects of its application in practical activities of a particular enterprise. Innovative design includes perception of the project as a set of elements. It is regulated by various normative documents, in particular GOST defines the composition and structure of project documents. The article describes various approaches to innovative projects classification, such as: according to the importance of the impact on the economy, according to the area of efforts application, according to the level of scientific and technical significance of the results, and etc. The main problem areas and issues of innovative design are identified. Applied issues of the development and implementation of innovative project are considered on the example of trading enterprise. Promising directions of innovative development were identified, various technologies and approaches were analyzed, and main directions, goals, objectives, and main results of innovative project to optimize logistics activities were formulated.

Blockchain Technology Distributed Organization Management Structure of Incentive Model

Blockchain Technology Distributed Organization Management Structure of Incentive Model

THE IMPACT OF TOP MANAGEMENT SUPPORT AND ORGANIZATIONAL STRUCTURE ON ACCOUNTING INFORMATION SYSTEMS QUALITY

This study aimed to investigate how the quality of accounting information systems in higher education institutions in North Sumatra is influenced by the organizational structure and the support from top management. A survey involving 67 participants, who are users of accounting information systems at colleges in North Sumatra, was conducted. Data was gathered through the administration of a questionnaire. The collected data was analyzed using Structural Equation Modeling with a Partial Least Square approach, utilizing the Smart-PLS software. The findings of the study provided empirical evidence indicating that both top management support and organizational structure significantly impact the quality of accounting information systems in higher education institutions located in North Sumatra.

Трансформація організаційної структури управління інноваційною діяльністю на підприємствах залізничного транспорту

The article determined that the reform of railway transport enterprises led to a violation of the structural integrity of the management system of innovative activity in the industry and a narrowing of the innovative potential of JSC «Ukrzaliznytsia», limiting its ability to maintain a sufficient level of innovative activity. It was established that even despite the reform and restructuring of the innovation management system, the functions of units responsible for producing innovations for the needs of industry enterprises remained extremely limited and were not focused on the implementation of modern tools and mechanisms for supporting innovative growth processes. It was determined that in the conditions of digitalization, the main key to the implementation of effective innovative activity is the company's ability to recognize strategically important information for its innovative growth, which will form the basis of the idea for future innovation. On this basis, the expediency is substantiated and the content, advantages, disadvantages and stages of implementation of technological scouting as a modern tool for supporting the innovative activity of companies are revealed. An approach to the transformation of the organizational structure of management of innovative activities at railway transport enterprises has been developed, which is based on the possibilities of technological scouting in increasing the innovative potential of enterprises of the industry and involves the creation of an innovation scouting center. The structure and functions of the innovation scouting center at railway transport enterprises are revealed, the key ones of which are highlighted as innovation intelligence and systematization of innovation data, formation of the innovation landscape, monitoring and forecasting of innovation changes, regulatory analysis, competitive intelligence and market research. The key areas of activity of the innovation scouting center at railway transport enterprises are characterized.

The role of strategy in ensuring the security of business structures

The paper considers the role of strategizing in ensuring the security of business structures. The theoretical aspect of the concept of "strategizing" in the context of security of business structures is studied. The approaches to defining the essence of its concept by foreign and domestic scholars are analyzed. It is determined that the most key aspects are the following: development management, self-development potential, a set of provisions and procedures, actions in case of uncertainty, maneuvering in conditions of imbalance, multiplier effect, achievement of goals, and resource. It is found that the main structural elements of business security are determined in accordance with the specifics of their activities. The most commonly distinguished are the following: information, technical and technological, personnel and intellectual, financial, organizational and managerial, environmental, power and political and legal. The author defines the role of strategizing in the formation of the security system of business structures and how it affects its individual subsystems, in particular, financial, technical and technological, organizational and managerial. With regard to the former, the actions and measures of strategizing are implemented at the stages of planning, analysis, evaluation and control. As for the second, they are implemented during foresighting, planning, analysis, evaluation, modeling, and controlling. As for the third, the actions and measures of strategy are implemented in planning, analysis, evaluation, controlling, forecasting and determining KPIs. All of this will have the corresponding effect: as for the financial subsystem of security - increasing the level of financial independence, sustainability and competitiveness; as for the technical and technological subsystem - increasing the level of innovation, adaptability, competitiveness; as for the organizational and managerial subsystem - increasing the level of corporate social responsibility, interconnection between the structural units of the organizational management structure.

The Role of Organizational Structure in Project Management

Organizational structure has a significant impact on the effectiveness and efficiency of project implementation, as well as the management of the resources involved. By exploring various project management theories and organizational structure concepts, this research aims to investigate how the selection and implementation of an organizational structure can influence project performance. This research uses literature analysis and case study methods to identify key factors that influence the role of organizational structure in project management. The findings show that an appropriate organizational structure can improve coordination, communication, and decision-making in project teams. Conversely, a mismatch between organizational structure and project needs can hinder progress and create obstacles that are difficult to overcome. The results of this research provide valuable insights for project management stakeholders, including project leaders, senior managers, and project team members. By understanding the critical role of organizational structure, practitioners can make more informed and strategic decisions when designing and implementing their projects. Managerial implications and recommendations for further research are also discussed to deep understanding of the relationship between organizational structure and project management.

Health Service Innovation Strategy of TEFA House of Health Promotion with SWOT Analysis

Teaching Factory (TEFA) House of Health Promotion establishment is to enhance healthcare services and public welfare quality. An in-depth analysis is needed to determine the internal and external factors that could influence the creation of TEFA. This research aimed to analyze the Health Service Innovation Strategy of TEFA House of Health Promotion using SWOT analysis. This research method was qualitative, instrument using questionnaires given to TEFA staff and data analysis conducted using SWOT analysis. The research results were based on the SWOT analysis diagram, indicating that TEFA House of Health Promotion was in quadrant I (aggressive quadrant). The recommended strategy is to develop TEFA as a service provider in the health promotion sector. The management of TEFA must create an effective management organizational structure, design a comprehensive TEFA business plan and strategy, and construct a clear workflow and performance Standard Operating Procedure (SOP). It also required a well-defined management and service governance SOP and a well-structured work program. Extend promotions locally and reach a broader audience by utilizing promotional media. Overall, the proposed service innovation strategies are expected to assist TEFA House of Health Promotion in achieving its goal of enhancing the quality of health services and overall public health.

Studi Kelayakan Bisnis Pada Pengembangan Usaha King MuayThai Camp Bandung

Muay Thai is a martial art originating from Thailand called "The Art of Eight Limbs". This research examines whether the development of the King Muay Thai business is feasible from a marketing perspective, whether the development of the King Muay Thai business is feasible from a technical and operational perspective, whether the development of the King Muay Thai business is technically feasible and operationally feasible. feasible from an organizational and management point of view, if the commercial development of King Muay Thai is feasible from a financial point of view. The aim to be achieved in this research is to produce a commercially viable plan through implementation aspects, from the marketing strategy aspect used by King Muaythai Camp, the implementation of operational technical aspects carried out at King Muaythai Camp, organizational structure management. aspects of survival at King Muaythai Camp and business feasibility with a focus on financial aspects at King Muaythai Camp Bandung. This research uses a quantitative method where we conducted direct interviews with the owner of King Muaythai Camp to obtain information on marketing aspects, technical and operational aspects, organizational and management aspects, and financial aspects at King Muaythai Camp.

Theoretical approaches to the formation of the organizational structure of enterprise management

The activities of economic entities in modern market conditions necessitate the formation of an organizational structure of enterprise management that can meet the goals and objectives of the company, as well as meet the challenges of internal and external factors. The relevance of the consideration of theoretical approaches to the formation of the organizational structure of enterprise management is due to the importance of the separation of powers of the company’s personnel for the organized interaction of management bodies and the distribution of job responsibilities among employees. The formation of the organizational structure of enterprise management is carried out with the aim of sustainable ordering of the set of interrelated components that ensure the functioning and operation of the enterprise as a single well–functioning mechanism. Organizational management structures are created at enterprises in order to coordinate and monitor the activities of all services of the enterprise and its personnel. The formation of the organizational structure of enterprise management is carried out with the aim of sustainable ordering of the set of interrelated components that ensure the functioning and operation of the enterprise as a single well–functioning mechanism.

СУТНІСТЬ ОРГАНІЗАЦІЙНОГО ПРОЄКТУВАННЯ ТА ЙОГО МІСЦЕ В СТРАТЕГІЧНОМУ УПРАВЛІННІ ПІДПРИЄМСТВОМ

The article examines the interpretation of the concept of «organizational design». The study found that when interpreting it, scholars mainly adhere to two approaches: static and dynamic. Supporters of the former tend to view organizational design as the construction of organizational structures (organizational structure and management structure). In our opinion, in a changing external environment, it is more appropriate to consider organizational design from the standpoint of a dynamic approach as a constant process of large and small changes that occur in the management of an organization and its structure. Recently, «organizational design» has been used as an identical concept to «organizational design». It is proposed to consider organizational design (or organizational design) as a process of building or improving a formal organization in the course of finding a match between the key elements of the organization (organizational structure and management structure, personnel, tasks, decisionmaking and incentive systems, informal organization and organizational culture) and its strategy, taking into account environmental factors. The goal of organisational design is to develop a structure that best meets the organisation's strategic goals and objectives, taking into account the internal and external factors that affect it. The object of organisational design is the organisation itself. Organisational design is an important part of effective strategic management and cannot be a one-off event for a number of reasons. First, the growth of organizations necessitates the decentralization of power in order to create organizational prerequisites for delegating decision-making authority to locations closer to problem areas. Secondly, different types of work require different units, and since work is constantly changing, these changes are reflected in the units. Third, the organizational structure must be consistent with the chosen strategy. When an organization's strategy changes, the chances of success of the new strategy are enhanced with the support of organizational design. Fourth, since technology is an important part of any organization, as the organization's technology changes, information changes are required. Technology-related changes necessitate adequate changes in structure. The organization must adapt its structure (internal organization) and management processes to all these changes, and since such changes are constant and not always predictable, they require further post-implementation research.

ТРЕБОВАНИЯ ПРОФЕССИОНАЛЬНЫХ СТАНДАРТОВ КАК КРИТЕРИИ ПОСТРОЕНИЯ ОРГАНИЗАЦИОННО-ШТАТНОЙ СТРУКТУРЫ ПРЕДПРИЯТИЯ

Research in the field of application of criteria of professional standards in the processes of building the organizational and staff structure of an enterprise for the transportation of oil and petroleum products, as well as the organization of work control in accordance with the classification of employees and their labor functions. This article presents a typical structure of the organizational and staff structure of the company's management for the transportation of oil and petroleum products with the main tasks and labor functions of managers and a comparative analysis of the criteria of professional standards, in accordance with the positions and specifics of the enterprise. The method of the applied analysis is to compare the requirements of the national standards of the Russian Federation – professional standards with the actual activities of the enterprise and the criteria for its functioning and management. In the course of the study, the ontograph "Professional Standard" was constructed, a conclusion was made about the applicability of the criteria of professional standards in the processes of building the organizational and staff structure of the enterprise and organizing the control of specialists in accordance with their qualifications and labor functions.

Влияние структуры управления на инновационные возможности организации

The current economic situation, characterized by rapidly changing market rules, requires business structures to respond immediately in order to maintain competitive advantages. The frequently changing requirements of customers, whose priorities are updated as quickly as technological breakthroughs and innovations dictate their consumer conditions to the business. In addition, newly created companies structure their activities in a unique way in accordance with changing customer requirements and challenge traditional corporate structures. The article considers the issues of functioning, development and improvement of organizational management structures of organizations in the implementation of innovations. The features of hierarchical and organic types of management are highlighted. The elements of the organizational structure of the enterprise inherent in any management model are presented. The results of a survey of 148 large Russian enterprises conducted by KPMG consulting company together with the Agency for Strategic Initiatives (ASI) are considered. The author's conclusions based on the results of the study are made. Recommendations for the successful functioning of the organization in the implementation of innovations are proposed.

PROSPECTIVE DIRECTIONS OF REFORMING THE ORGANIZATIONAL STRUCTURE OF MANAGEMENT AT SMALL AND MEDIUM-SIZED BUSINESS ENTERPRISES UNDER CONDITIONS OF ECONOMIC RECOVERY

The methodological and applied recommendations for reforming the organizational structure of management at small and medium-sized enterprises under conditions of the Ukrainian economy revival are substantiated. The etymological meaning of the scientific categories «organizational management structure», «management structure», «production structure» and «organizational structure» has been clarified. The main types of organizational structures of enterprise management are summarized. The author's version of the internal structure of the Logistics Department and the HR Department at small and medium-sized business enterprise is recommended in the medium term (for the next 2-3 years) and the functional specialization of their specialists is specified. Within the proposed Logistics Department, the expediency of creating the positions of Supply and Sales Manager, Marketer, Logistician, Chief Mechanic of the Motorcade and Warehouse Manager is substantiated. As part of the improved internal structure of the HR Department, the author recommends the creation of the Sector of Personnel Records, the Planning and Labor Organization Sector, the Social Development Sector, the Payroll Sector and the Personnel Evaluation Sector, and clarifies the functional tasks of the heads of these sectors. In order to implement elements of network and virtual organization in small and medium-sized businesses enterprise in a strategic perspective, measures to reform their organizational management structure are systematized. The expediency of applying a comprehensive approach to the development of combined forms of the organizational management structure at enterprises is substantiated. The author substantiates the expediency of applying a comprehensive approach to the development of combined forms of the organizational management structure at enterprises by opening their own call centers, creation of electronic offices at the management apparatus, formation of databases of regular customers, issuance of discount cards for the purchase of products, and entering into contracts for courier delivery of products through mobile applications.

Does ethical climate of the organization foster entrepreneurial marketing? The role of work engagement and effective knowledge transfer

Purpose This study aims to explore how an organization’s ethical climate determines the type and effectiveness of entrepreneurial marketing activities. Also, this study seeks to identify the most critical intra-organizational capabilities related to entrepreneurial marketing components and explain their role in the path of ethical climate to entrepreneurial marketing, which means moving from the intra- to the extra-organizational environment. Design/methodology/approach Data were collected from managers working in 100 scientific and research companies in Iran through survey questionnaires. Latent variable structural equation modeling was used to test the hypothesized relationships. Findings The findings reveal that the linkage between the ethical climate of the organization and entrepreneurial marketing is partially mediated by work engagement. In addition, the mediating role of knowledge transfer was not confirmed. These results imply that the ethical climate of the organization fosters entrepreneurial marketing by enabling employees with absorption, vigor and dedication. Research limitations/implications Scientific and research companies in this research are different in size, resources, knowledge management system, organizational structure and products offered to the market; they have different emphasis on innovation and entrepreneurship as well. This issue increases the variety of data and the ability to generalize the results. Still, on the other hand, it reduces the ability to categorize data and increases the amount of outlier data. Future research in a comparative manner between different industries is needed. Practical implications This study indicates that an organization’s ethical climate can be a critical predictor of its entrepreneurial marketing as well as effective knowledge transfer and work engagement. In this regard, organizations should pay attention to employee’s perception of the organization’s ethical climate and create an environment that supports productive behaviors, commitment, trust, communication, work dedication, etc., to facilitate knowledge transfer effectively so that the organization can identify market opportunities and turn it into customer-oriented innovation, cocreate value for their customers and increase market share. Originality/value In turbulent markets, companies need to introduce quality and reliable products. Still, because the life cycle of products has shortened and the speed of introducing new products has increased, the supply of products will fail if companies are not equipped with new marketing methods. In this regard, the current research will seek to provide a mechanism for organizational capabilities on the road to entrepreneurial marketing by expressing entrepreneurial marketing as an innovative approach and trying to identify factors affecting it.

Communication strategy of Bumdes Sarwada Amertha in the management of Taro tourism village towards independent tourism village

This study discusses the communication strategy carried out by BUMDes Sarwada Amertha in managing Taro Tourism Village towards an independent tourism village. The communication strategy used is to use the POAC management communication strategy method, the purpose of this study is to find out how the communication strategy knows the audience, determines goals, compiles messages and establishes methods and media. Data obtained through observation and in-depth interviews. The authors took three informants to supplement the research data. The conclusion of this study are (1) Planning, BUMDes Sarwada Amertha plans to maximize the visits of tourists who come to Taro Tourism Village every month and intensify promotions both conventionally and through online media. (2) Organizing, in managing existing business units, BUMDes Sarwada Amerhta has a management organizational structure. (3) Actuating, BUMDes manager Sarwada Amertha implements the work plan well in order to achieve the existing vision and mission. (4) Controlling, BUMDes Sarwada Amertha as a legal umbrella that accommodates all tourist attractions in Taro Tourism Village. it can be concluded that the communication strategy carried out by BUMDes Sarwada Amertha in the management of Taro Tourism Village as an independent tourism village by carrying out a communication strategy using POAC management principles.