Type Of Organizational Structure Research Articles

Explanation of the Relationships between Different Types of Organizational Structure and Strategic Capabilities of Employees : Descriptive Analysis

This paper presents a descriptive analysis of explanation of the relationship between different types of organizational structure and strategic capabilities of employees. To this end dimensions of organizational structure are considered as: mechanical, semi-organic and organic. Also dimensions of strategic capabilities of employees are considered as: strategic value and exclusivity. Statistical population in this survey is made of all employees of manufacturing companies in industrial park of Kerman. There are 71 companies in this complex and by the use of Cochran sampling method the number of statistical sample is 342 individuals. Data gathering tools in this survey are two questionnaires, one about organizational structure and the other about strategic capabilities of employees. Validity and reliability of the organizational structure questionnaire are 0.93 and 0.914 respectively, and these two parameters for the strategic capabilities of employees questionnaire are 0.93 and 0.879 respectively. To characterization and analysis of data gathered by these two questionnaires, frequency distribution, middle and mean tables were used and all statistical analysis were performed by computer and SPSS. Data analysis showed that: by moving from mechanical organizational structure toward organic structure, strategic capabilities increase that implies a direct and positive relationship between these two parameters. As the results of survey show, in manufacturing companies in industrial park of Kerman, there is a meaningful relationship between different types of organizational structure and its two dimensions which are strategic value and exclusivity.

Small primary care physician practices have low rates of preventable hospital admissions.

Nearly two-thirds of US office-based physicians work in practices of fewer than seven physicians. It is often assumed that larger practices provide better care, although there is little evidence for or against this assumption. What is the relationship between practice size--and other practice characteristics, such as ownership or use of medical home processes--and the quality of care? We conducted a national survey of 1,045 primary care-based practices with nineteen or fewer physicians to determine practice characteristics. We used Medicare data to calculate practices' rate of potentially preventable hospital admissions (ambulatory care-sensitive admissions). Compared to practices with 10-19 physicians, practices with 1-2 physicians had 33 percent fewer preventable admissions, and practices with 3-9 physicians had 27 percent fewer. Physician-owned practices had fewer preventable admissions than hospital-owned practices. In an era when health care reform appears to be driving physicians into larger organizations, it is important to measure the comparative performance of practices of all sizes, to learn more about how small practices provide patient care, and to learn more about the types of organizational structures--such as independent practice associations--that may make it possible for small practices to share resources that are useful for improving the quality of care.

A homogeneidade cultural e a configuração estrutural da organização

Neste estudo procuramos averiguar a relação entre a existência de uma cultura única ou, pelo contrário, a existência de diferentes subculturas, e a configuração estrutural da organização. Analisámos seis PME portuguesas através da realização de estudos de caso. Depois de caracterizada a configuração estrutural de Mintzberg (1979), identificámos os valores e os pressupostos básicos dominantes em cada uma, de acordo com o modelo de Schein (1992). Em seguida, analisámos o grau de homogeneidade cultural em diferentes unidades e diferentes posições hierárquicas. Os resultados sugerem que a estrutura de uma organização parece influenciar a homogeneidade da cultura. O desenvolvimento de uma cultura única ou de várias subculturas parece depender do tipo de configuração estrutural da organização. Terminamos com a sugestão de que investigações futuras procurem explicar os mecanismo de influência mútua da cultura e da estrutura.DOI: http://dx.doi.org/10.17575/rpsicol.v13i1/2.567

Managerial competencies and organizational structures

Purpose– The purpose of this paper is to determine whether there is a relationship among leadership, action, social, and personal competencies of managers in modern organizational structure types and whether a relationship exists between a company's organizational structure and performance.Design/methodology/approach– A questionnaire was carried out among top managers in Slovene mid- and large-sized companies. The relationship among managerial competencies, the choice of organizational structure type and the company effectiveness were measured with a value-added approach. The method of structural models was used for establishing the affect among individual variables.Findings– The results support the hypothesized effect of managerial competencies on a company's organizational structure type. The effect of a modern, horizontal organizational structure on a company's performance and growth on the market facilitates the achievement of higher value added as well as has a direct impact of managerial competencies on a company's performance.Research limitations/implications– The study was limited to mid- and large-sized companies in Slovenia. Only top managers were included in the study as they are the ones that are responsible and have the largest influence in creating a company's organizational structure.Practical implications– The paper includes implications to those organizations in the process of restructuring and for those companies that are prepared to modify traditional principles of management participation.Originality/value– To the authors knowledge no research studies were found that examined the affect and relation of top management competencies with respect to different organizational structures.

An Examination of the Influence of Organizational Structure Types and Management Levels on Knowledge Management Practices in Organizations

The purpose of this study was to investigate the difference between organizational structure types, andmanagement levels, in terms of perceived levels of knowledge management practices within organizations. Datawere collected from a sample of 155 individuals employed in San Diego County by way of a web-based survey,and were analyzed using analysis of variance (ANOVA). The results of the study indicate that the knowledgemanagement practices of knowledge transfer, information filtering, and knowledge culture are influenced byorganizational structure type. According to the study, knowledge sharing training is not significantly influencedby organizational structure type. Furthermore, the results of the study indicate there is no significant influence ofmanagement level on the knowledge management practices of knowledge transfer, information filtering,knowledge-sharing training, and knowledge culture. In summary, the results of this study solidify the assertionthat organizational structure types do influence knowledge management practices.

10.5937/sjm9-6362 = Organizational routines in Russian companies: Review of practices

Results of the first stage of the researches conducted in 2012-2013 are presented in article. Researches are connected with studying of transformational processes intra corporate of management practices in the Russian companies and their subsequent institutionalization. Preliminary results showed that in the companies there is a standard set of organizational routines which part are information, and administrative routines, routines of the power of the founder, genetic, institutional and development routines. During research statistically significant connection between types of organizational structures, the sizes of the organization, information processing and administrative practices is established. It is revealed as change of approaches to management of the organization can affect a corruption component.

Proces plánování kariéry v podniku

The main purpose of the article is based on the theoretical background to specify key elements of the career planning process with regard to time development and modern trends of personal concepts. Consequently were conducted themes - career, career planning, and methods of career planning. It was used compilation and comparison of the authors to identify a gap and opposition in their opinion. Several methods of planning are described, together with their advantages and limits. Each of them is applicable to a specific type of organizational structure, type of company, career system and corporate culture. The concept of succession is suitable for a linear organizational structure. The development plan is suitable for a career in the width. A good complement to these two methods is career paths that simply demonstrate the ways in career progress according to both methods described above.

The mutual impact of organizational culture and structure

This paper explores the relationship between the structure and culture of an organization. The starting assumption is that organizational structure and organizational culture impact each other, and that there is a causal relationship due to which the agreement of the two components of organization leads to better performance. First, the mechanism through which organizational culture impacts the design of organizational structures and the manner in which organizational structure affects the maintenance, strengthening, or changing of organizational culture is explained at the conceptual level. Then, based on the known classifications of organizational structure and culture, they are put into a relationship of direct mutual interdependence. This is done by generating hypotheses about the agreement of particular types of organizational culture and particular types of organizational structure.

Small business participation in the advanced technology program research alliances

This study uses a database of small businesses that participated in the US Department of Commerce's Advanced Technology Program (ATP) to observe the role of research alliances in undertaking high-risk technology research and development. The initial hypothesis is that small businesses benefit from membership in research alliances. This study examines two forms of research alliances: single applicants with subcontractor(s) and membership in a joint venture. The basis for the analysis includes data collected during the term of the project. Using data collected at project end provides a limited view of success as commercial achievements may come much later, and small businesses may derive advantages from participating in alliances not captured in the variables used. In light of this, the findings point to successful participation in ATP for small businesses as being dependent upon the type of organizational structure chosen as well as the role played by the small business in the research alliance. For example, assuming the role of the joint venture lead contributed to more successful technical and business outcomes.

Communicating in a Collaborating Group: A Longitudinal Network Analysis

Responding to rapid economic and technological change, escalating interdependence and the intensified competition associated with globalization, organizations are entering into multiple collaborative relationships across sectors and nations. These collaborations are more complex than typical organizational structures. Incorporating the bona fide group perspective and utilizing a longitudinal approach to network analysis (SIENA), this research examines the emergent task communication and resource dependency networks of two interorganizational engineering collaborations. The results provide general support for the hypothesized collaborative dynamics that distinguish collaborations from more traditional organizational forms. We identify specific exogenous variables (i.e., properties of the individuals and groups external to the network) and endogenous variables (i.e., properties of the internal group) that influence the structural formation of collaboration networks.

Problems of formation of forensic expert service as a whole structure in Ukraine

The stages of establishment of Forensic Services, the main types of organizational structure, principles of structural construction and operation of the Service in Ukraine are considered in the article and improving the structure of forensic service in Ukraine.

Guardians of the matrix

Guardians of the matrix

Network Resources and the Political Engagement of Migrant Organisations in Milan

This article analyses the political engagement of immigrant organisations in Milan. Theoretically, I discuss three types of resource which may affect this engagement: institutional, group-related and network resources. By using data on 46 immigrant organisations, I examine the role of network resources and how they affect the contacts that immigrant organisations build with Italian political institutions. The study shows that networks among organisations increase the number of political contacts organisations build. However, not all links are significant. While links with autochthonous organisations are relevant, links with immigrant ones are not. Comparing my results with the literature developed in other contexts, I suggest that the political context may affect the type of organisational structure which develops and the network resources with which immigrant organisations are endowed. In contexts where ethnic differences are recognised, immigrant organisations seem to have enough resources to organise and act autonomously in the political sphere. In contrast, where social organisation around ethnicity is not encouraged, immigrant organisations’ possibilities for mobilisation seem to derive from resources mediated by autochthonous organisations which largely prevail in the field of immigration.

A Critical Review of Multinational Companies, Their Structures and Strategies and Their Link with International Human Resource Management

This review paper critically examines multinational company; discuss its merits and demerits for host countries and debates on its various types of structures and strategies. The main part of this critical review relates about the various types of structures and strategies which multinational companies adopt while conducting business across boarders. It starts by defining Multinational Company discussing its merits and demerits, analysing the various components of its strategies and structures and comparing the merits and demerits of these different types of structures and strategies. A thematic approach rather than chronological approach has been used mainly due to the purpose and approach necessary for such type of review. The thematic approach enables an analysis of a specific topic or theme without considering the chronological order of which the research has been conducted. In latter part this review discusses the relationship of these strategies with international human resource management and also highlights the implications of different companies' strategies and structures for the international human resource management (IHRM). And at end we concluded that the role of IHRM varies in different types of organizational structures and therefore the implications of these structures are also vary for international HRM. Keywords- International Human Resource Management, Models, Structures and Strategies, Multinational Companies

Crescer com diversificação e eficiência: avaliação da estratégia apoiada em programas integrados em uma organização pública

The activities of laboratory diagnosis, clinical care, teaching and research on infectious diseases at the Institute of Clinical Research Evandro Chagas (IPEC/FIOCRUZ) are organized in Integrated Action Programs (IAP). Considering the complexity of this type of organizational structure, the purpose of this article is to define and calculate management indicators (MI) of major IPEC program to measure the performance of the IAPs, evaluate the effectiveness of this type of organizational structure and investigate the existence of scale inefficiencies. Mathematical programming models of the type Data Envelopment Analysis were used for the calculation and analys is of MI to quantify nine variables of input and output for the representation of eight IAPs selected as decision making units. The models specified considered both management objectives of optimization oriented to the inputs and products as well as boundaries with constant returns, variables and no growth of scale. Analysis of results indicate that the IAPs of clinical research in infectious diseases of IPEC operated with increasing returns of scale for the period 2002-2006 therefore corroborating the choice of IAP model of organization and the strateg y of growth with diversification of Institute program activities.

Joint Venture, an Alternative for Knowledge Learning

Joint venture as a form of business cooperation is a valid alternative for acquiring external knowledge and particularly so when it is unavailable on the market. Joint venture constitutes an interesting instrument for learning in firms that belong to high technology sectors; it not only enables access to learning but can also help its assimilation and even its subsequent application to new uses. To analyze this learning, we focus on the elements that make it up, the nature of transferred knowledge, communication between partners, the motivation of the partner to learn, and lastly, the context in which this occurs, such as the type of organizational structure of the partner firm. We obtained a sample composed of 74 firms that have been involved in at least one joint venture and that recognize the fact that they have obtained knowledge from their partner. We applied structural equations via the EQS 6.1 program to contrast our hypotheses. Among the more notable results is the fact that motivation on the part of the learning partner plays a relevant role in this process and that this motivation depends, to a large extent, on the complexity of the knowledge to be transferred. Copyright © 2012 John Wiley & Sons, Ltd.

The influence of organizational structure on organizational learning

Purpose – The aim of this paper is to determine what type of organizational structure provides appropriate conditions for the development of organizational learning.Design/methodology/approach – The approach is a research model, which is based on research within the field, using a formative conceptualization for organizational learning.Findings – The framework makes clear that organizational learning varies according to the kind of structure (organic and mechanistic). The study of the different design variables (specialization, formalization, autonomy, centralization and indoctrination) allows us to deepen our understanding of different organizational learning implications.Practical implications – Organic structural profile helps favour organizational learning and greater knowledge creation rather than mechanics profile. The critical variables that facilitate learning are centralization and indoctrination.Originality/value – The article responds to the need to provide empirical evidence about the influenc...

Redes Virtuales de Investigación. Una Propuesta Metodológica para su Evaluación.

Thanks to the development of ICT´s over the last years, research vitrual networks represents a novel way of organizing social activities. The development of ICTs in recent years has allowed novel ways of organizing social activities, such as virtual research networks. Such networks are supported on virtual communication platforms that facilitate the coordination of geographically-dispersed actors and promotecooperation and trust among members who share a common goal: expanding the frontiers of knowledge. However, these networks also pose a number of questions related to their analysis and study. How should virtual research networks be assessed? Is it possible to use methods and criteria used to evaluate traditionalorganizations? What are the main differences between networks and organizations? This document provides answers to these questions and proposes a number of criteria for analyzing this particular type of organizational structure.

Managing Knowledge: The Critical Role of Company Structure as a Mediator of Systems

This paper explores the implications for organisations when implementing a Knowledge Management System (KMS) and offers a framework that can be used to explore and ameliorate the implementation barriers identified in the case studies. The narrative commences with descriptions of the organisations involved in the case studies, including their structural and operational differences that subsequently led to cultural differences when engaging with knowledge management systems. The impact of different types of organisational structures on the implementation and application of the KMS is considered, and we identify the specific characteristics of those organisational structures that may facilitate and inhibit implementation. The specific cultural issues that emanate from the different organisational structures encountered in these case studies, and their impact upon the implementation of a KMS are identified. The implications for managers of the key issues that may inhibit or facilitate the implementation process of a KMS are discussed. The analysis provides a framework to assist managers and KMS designers to improve the effectiveness of their implementation process. Copyright © 2011 John Wiley & Sons, Ltd.

Professional Training Program Management through Holonic Networks


 
 
 Holonic networks constitute a type of organizational structures widely used at manufacturing enterprises. In an educational context, however, this type of structures remains practically unknown. The purpose of this paper is to demonstrate the applicability of these organizational structures to the design of professional training programs. Thus, we have herein proposed a conceptual model for holonic organizations that captures the structure and characteristics of this type of organizations. The use of this model is illustrated through the design of an academic organization devoted to professional training programs on Software Engineering. This paper describes the use of the combination of Holonic Networks and Business Models techniques for modeling complex organizational systems.