The evolution of organisation design

IEE Review ◽  
1988 ◽  
Vol 34 (7) ◽  
pp. 271 ◽  
Author(s):  
K. Harker
Keyword(s):  
Organisation Design

Factory 2000: Organisation Design for the Factory of the Future

1991 ◽  
pp. 212-217
Author(s):  
David Tranfield ◽  
Stuart Smith ◽  
Clive Ley ◽  
John Bessant ◽  
Paul Levy
Keyword(s):  
The Future ◽  
Factory Of The Future ◽  
Organisation Design

Effects of retail organisation design on improving private label merchandising

2019 ◽  
Vol 53 (12) ◽  
pp. 2582-2603 ◽  
Author(s):  
Changju Kim ◽  
Katsuyoshi Takashima
Keyword(s):  
Structural Equation ◽  
Equation Model ◽  
Private Label ◽  
Content Type ◽  
Financial Outcomes ◽  
Organisational Design ◽  
Novel Approach ◽  
Retail Managers ◽  
Retail Merchandising ◽  
Organisation Design

Purpose This paper aims to examine empirically whether and under what organisational design conditions retailers can benefit from private label (PL) merchandising improvement. Design/methodology/approach The study tests hypotheses using a structural equation model and data obtained from general merchandise managers at 190 supermarket retailers in Japan. Findings The results reveal that both centralised merchandising authority and store cooperation between merchandising and store divisions motivate PL merchandising improvement, which strengthens PL competitiveness. In addition, outcome-based merchandiser control strengthens the positive relationship between store cooperation and PL merchandising improvement. However, regarding centralised merchandising authority, it is found that outcome-based control had no significant moderating effect. Research limitations/implications To generalise the findings, it may be desirable to reflect data from store divisions for at least two constructs of interdepartmental structure and coordination. Also, it will remain a challenge to produce objective financial outcomes, such as sales, profits or market share, of PL merchandise to empirically test PL contributions to a retail store or company. Practical implications It is important for retail managers to understand their merchandisers’ efforts and behaviours to continuously improve PL merchandising activities. It is strongly recommended that retail managers continue to find ways to motivate their merchandisers. Originality/value Drawing on the philosophy of continuous improvement, this study suggests a novel approach to retail merchandising management that investigates how organisational design can influence better PL merchandising. To highlight the growing role of retail merchandisers, often ignored in the PL literature, this study advances this knowledge about the organisational design–strategic behaviour linkage by empirically testing interactions between different aspects of retail organisation design.

Enterprise Modelling in Support of the Application of Lean Manufacturing in SMEs

2007 ◽  
Vol 18-19 ◽  
pp. 359-364
Author(s):  
J.O. Ajaefobi ◽  
R.H. Weston
Keyword(s):  
Lean Manufacturing ◽  
Collaborative Research ◽  
Business Performance ◽  
Small Scale ◽  
Manufacturing Enterprises ◽  
Enterprise Models ◽  
Change Projects ◽  
Modelling Techniques ◽  
Support Decision Making ◽  
Organisation Design

Over more than two decades the authors and their research colleagues have investigated different ways of using enterprise, simulation and workflow modelling techniques to structure and support decision making during organisation design and change projects. This has involved collaborative research with large and small scale manufacturing enterprises [1]. The investigations have demonstrated and advanced the potential to use enterprise models that ‘externalise and share knowledge about enterprise processes and systems’. By so doing, enhanced understanding of enterprise structures, processes and resource systems can be obtained and used to improve the interactions between system components so as to realise desired business performance and constrain unwanted behaviours.

scholarly journals Telework as the development direction of the ways of providing work by an employee in the crisis situation

2021 ◽  
Vol 2021 (154) ◽  
pp. 249-259
Author(s):  
Marzena PYTEL-KOPCZYŃSKA ◽  
◽  
Piotr OLEKSIAK ◽  
Keyword(s):  
Design Methodology ◽  
Legal Regulations ◽  
Remote Work ◽  
Home Office ◽  
Advantages And Disadvantages ◽  
Crisis Situation ◽  
Development Direction ◽  
Secondary Study ◽  
Organisation Design ◽  
Epidemiological Situation

Purpose: The purpose of this article is to present the peculiarity of telework as a form of providing work relation in the crisis situation in the organisation. Design/methodology/approach: The article demonstrates the term of telework, its legal regulations, advantages and disadvantages of telework as well as shows the results of empirical study concerning this issue in the period of Covid-19 pandemic. The article is based on the literature review in this scope and presents the results of secondary study relating to the telework in Polish companies during the pandemic. Findings: The considerations presented in the article indicate that the epidemiological situation connected with coronavirus enforced the necessity to take immediate and efficient actions to implement telework widely, which got a big group of supporters both among employers as well as employees. It is likely that home office may be the main form of providing work relation, e.g. the office one, in the nearest future. Originality/value: The value of this paper is theoretical. The possibilities of implementing remote work were presented in the paper concerning its advantages and limitations, with the particular consideration of Polish work market. The paper is original due to its multiaspect approach to the academic issue whereas the obtained results may be useful both for management practitioners as well as may be an inspiration for further research.

Building capabilities to deliver high well count developments

2011 ◽  
Vol 51 (2) ◽  
pp. 717
Author(s):  
Ross Evans ◽  
Stephen Parry
Keyword(s):  
Business Processes ◽  
Joint Venture ◽  
Technology Development ◽  
Document Management ◽  
Business Systems ◽  
Engineering Technology ◽  
Fully Integrated ◽  
Business Objective ◽  
Production Wells ◽  
Organisation Design

In September 2008, Origin completed a $9.6 billion transaction with ConocoPhillips to form Australia Pacific LNG (APLNG)—a fifty-fifty coal seam gas to liquified natural gas joint venture. As the upstream operator, Origin is planning to ramp up production to more than five times present production levels. In a two-year period, Origin tripled Queensland CSG production volumes to 300 Tj per day. This expansion was based on existing business systems and processes and it was recognised that additional capability would be required to further ramp up production and associated activities. A project was commissioned to build operational capability and capacity—processes, systems, organisation design and people—to efficiently drill the required number of production wells. This priority project addressed a business objective to step up the drilling of CSG production wells from approximately 60 to 350–400 per annum. The transformational solution comprised three key components: business process re-engineering, technology development, and organisational re-design. The solution included the definition, documentation and transformation of business processes—this ensured consistent, repeatable and scalable processes capable of drilling of 350–400 wells per annum. The processes are now enabled by resource scheduling and document management systems that are fully integrated. The resultant well delivery system is managed by a team that provides the business with decision making information regarding the resource use required to support the delivery of the APLNG commitments. Given the transformational nature of the solution, the delivery of all three components was under-pinned with change management impact assessments, education, communications and deployment. The total solution was deployed in August 2010.

Sign in / Sign up

Export Citation Format

Share Document