The Evolution of Organizational Structures in a Networked Society: The Case of Finland

2006 ◽  
pp. 167-183
Author(s):  
Paul Lillrank
Keyword(s):  
Organizational Structures ◽  
Networked Society

Doing Everything You Can, but Not (yet) Getting it Right: Challenges to Brussels' Great Expectations for Water Quality1

2017 ◽  
Vol 1 (1) ◽  
pp. 1-6 ◽  
Author(s):  
Franca Angela Buelow
Keyword(s):  
Water Status ◽  
Organizational Structures ◽  
Eu Water Framework Directive ◽  
The European Union ◽  
Member States ◽  
Great Expectations ◽  
Eu Member States ◽  
European Water ◽  
Improve Water Quality ◽  
Governance Architecture

To arrive at a good status of all European water bodies is the main objective of the European Union (EU) Water Framework Directive (WFD). Since its adoption in 2000, the policy has fundamentally changed the institutional, procedural and organizational structures of Member States' water management, leading to an Europeanization of national legislation and decision-making structures. The case of WFD implementation in Schleswig-Holstein is an example of the policy's highly innovative governance architecture that unfortunately is not (yet) able to take that one last hurdle: to improve water quality and establish a good water status across EU Member States by 2015 or 2027.

An Intelligence Perspective on Privacy and Data Protection Risks in Social Media

2020 ◽  
Vol 26 (1) ◽  
pp. 151-156
Author(s):  
Andrei Șandor
Keyword(s):  
Social Media ◽  
Virtual World ◽  
Personal Information ◽  
Organizational Structures ◽  
Official Document ◽  
Important Place ◽  
Cyber Intelligence ◽  
Centre Of Excellence ◽  
Different Dimensions ◽  
Social Side

AbstractSince the emergence of Internet and social media, new Intelligence branches have flourished, like CYBERINT (Cyber Intelligence), OSINT (Open Source Intelligence) or SOCMINT (Social Media Intelligence), with the aim to exploit different dimensions of the virtual world. These Intelligence-related disciplines may inquire personal information, statements and conversations posted voluntarily on websites or social platforms in order to profile people, identify social networks and organizational structures, and uncover vulnerabilities and threats/risks that can jeopardize the security of individuals or organizations. In this respect, the Internet - as environment - can provide valuable information from both technical and social side. This is why the World Wide Web is and will remain an important place to search for data and information that can be processed into Intelligence, and represents the reason why people working in sensitive domains (e.g. Intelligence) should be aware of their vulnerabilities and the risks and threats posed by this environment.DISCLAIMER: This paper expresses the views, interpretations, and independent position of the authors. It should not be regarded as an official document, nor expressing formal opinions or policies, of NATO or the HUMINT Centre of Excellence.

To Show, But Not to Disclose. The Willingness of Polish Political Parties to Disclose Information On their Structures

2018 ◽  
Vol 6 (1) ◽  
pp. 5-21
Author(s):  
Ewa Skrabacz
Keyword(s):  
Political Parties ◽  
Public Information ◽  
Organizational Structures ◽  
Information Bulletin ◽  
The Public ◽  
Maximum Value ◽  
Election Manifestos ◽  
Internal Structures ◽  
Central Statistical ◽  
Central Statistical Office

AbstractConstituting the key element of a democratic system, political parties are among entities obliged by the Polish legislator to comply with the principle of disclosure by providing public information. The main objective of this paper is to determine the level of Polish political parties’ disclosure, understood here as their willingness to disclose information on their own structures. It seems that the practice of disclosing such basic organizational data may constitute a specific measure of Polish political parties’ respect for the idea of disclosure. The subject matter of the conducted research was particular parties’ sites in the Public Information Bulletin as well as their official websites. An attempt was made to acquire data concerning party structures by way of direct contact with particular parties’ organizational units – questionnaires were sent to both central and regional/district organizational units. In order to acquire a wider perspective, the research also included data provided by the Central Statistical Office concerning political parties’ organizational structures and election manifestos. The conducted analysis was summarized in the form of a ranking of the examined political parties based on a proposed political party disclosure index. This attempt to measure disclosure on the basis of data on internal structures provided by parties themselves is of a preliminary character which, nevertheless, makes it possible to capture the general properties of the phenomenon under analysis. Among the examined parties, it is PSL, SLD, and PO that, to an acceptable degree, follow the principle of disclosure in the analysed scope (indexes at the level of 60%-80% of the maximum value). Four other parties, i.e. N, Wolność, Razem, and Kukiz’15, are on the edge of the zone making it possible to regard their disclosure as sufficient (indexes at the level of around 50% of the maximum value). In the case of PiS, whose index does not reach 20% of the maximum value, it should be concluded that this party implements the principle of disclosure at a minimum level. The ranking did not show relationships between parties’ willingness towards providing information and their sizes or positions on the political scene (parliamentary parties vs. extra-parliamentary parties).

Analysis of changes in the organizational structure of municipal offices

Management ◽  
2012 ◽  
Vol 16 (2) ◽  
pp. 373-387
Author(s):  
Joanna Snopko
Keyword(s):  
Local Government ◽  
Customer Service ◽  
Local Governments ◽  
Organizational Structures ◽  
Organisational Structure ◽  
Office Management ◽  
Organisational Structures ◽  
Partner Relations ◽  
Structural Solutions ◽  
Proper Performance

Abstract Organisational Structure of Municipal Offices - Key Determinats The multitude of tasks and problem issued faced by local governments necessitates their evolution towards improvement of the existing organisational structures. Comparison of the existing organisational structures of various municipal offices could create a misleading that their organizational structures do not undergo any transformations. In reality, the type of an organisational structure remains unchanged while its elements change very frequently. These changes are activated when, according to the office management, they do not ensure proper performance of tasks faced by local government administration and appropriate customer service. Also note that, in the applied solutions, there is a strive for perfection which can be noticed, in a sense. It expresses the concept that this is not a structure which can effectively play its role today and is prepared for challenges of tomorrow. However, the process of transformations has not developed any new solutions. To this end, the local government must develop organisational structures appropriate for identifying and reaching its objectives. For this reason, it’s worthwhile to consider solutions which combine elements of the existing and modern solutions or address new opportunities created by process-oriented structures. However, these transformations must, first and foremost, cause a transformation of bureaucratic-style municipal offices into modern organisations which apply modern methods of management. These are organisations which introduce deep-reaching organisational changes, i.e. transform their hierarchic interorganisational relations into more partner relations and transform their structural solutions into more flexible solutions as well as change their employees’ way of thinking. Without such transformations in local government, municipal offices will be still referred to as bureaucracy and civil servants as bureaucrats.

Stakeholder Engagement in Water Management: Lessons from five Cases in Central Europe

MedienJournal ◽  
2018 ◽  
Vol 42 (1) ◽  
pp. 71-91
Author(s):  
Daniel Polzer ◽  
Angelika Maier
Keyword(s):  
Water Management ◽  
Public Relations ◽  
Political Institutions ◽  
Stakeholder Engagement ◽  
Local Level ◽  
Communication Strategies ◽  
Environmental Issues ◽  
Organizational Structures ◽  
Corporate Communication ◽  
High Degree

This paper deals with a stakeholder-focused perception of stakeholder engagement and the question of how much media and corporate communication influence people to get engaged with environmental issues and resources and the water issue in particular. With five case studies at a European, national, regional and local level it is shown that only a high degree of problematization of an issue (here: flooding or water scarcity and droughts) leads to participation as well as engagement which – much more than participation or activism – depends on the existence of organizational structures. Study findings conclude that stakeholder engagement equals a highly complex, autonomous and individual process that requires qualitative research methods. Organizations, political institutions as well as corporations have to acknowledge that stake - holders get engaged “themselves”, whereas the problematization of issues can foster engagement. Implications also refer to the field of Public Relations, where highly individual and customized communication strategies are needed.

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