scholarly journals Organizational structures of mining companies: composition and development

2021 ◽  
Vol 106 ◽  
pp. 01011
Author(s):  
Sergei Yaschenko ◽  
Vladimir Polyakov ◽  
Tatiana Sabitova
Keyword(s):  
Organizational Structure ◽  
Organizational Structures ◽  
External Factors ◽  
Management Model ◽  
Mining Companies ◽  
Management Models ◽  
Potash Mining ◽  
Depth Analysis ◽  
Political Conditions

The organizational structures of large companies from the same industry are typical. But the geographic, economic and political conditions of activity impose some particularities on them. In-depth analysis of the organizational structure allows us to notice these external factors and identify the internal characteristics and management model. The paper studies the organizational structures of large potash mining companies. The criteria for identifying the structural divisions of companies are determined, conclusions are drawn about the most typical organizational structures in the industry, the most likely ways of developing the corresponding management models are considered.

METHODOLOGY FOR CHOOSING THE ORGANIZATIONAL STRUCTURE OF ENTERPRISE MANAGEMENT

2020 ◽  
Vol 10 (9) ◽  
pp. 2003-2012
Author(s):  
O.V. Karpets ◽  
◽  
A.V. Sinitsyn ◽  
A.V. Firsova ◽  
◽  
...  
Keyword(s):  
Organizational Structure ◽  
Economic Activity ◽  
Organizational Structures ◽  
External Factors ◽  
Enterprise Management ◽  
Urgent Problem ◽  
Internal Factors ◽  
The Moment ◽  
Internal And External Factors

This article discusses the problem of choosing the correct and effective organizational structure of enterprise management for its correct functioning. The existing types of organizational structures of enterprise management, which are used in practice today, are analyzed, and their positive, negative sides and the type of enterprises for which they can be used are revealed. Along with this, this article discusses and describes methods for choosing an organizational structure for an enterprise. Also, during the study, internal and external factors were identified that affect the choice of an organizational structure. Based on the analysis, a methodology for choosing the most effective type of organizational structure for enterprises was drawn up. The question of choosing an organizational structure is acute for every manager at the very beginning of the operation of an enterprise, because the quality of performance of functions, both of individual divisions and of the entire enterprise as a whole, directly depends on this. Among many types of organizational structures in this study, the types of organizational structures that are most adaptable to changes in external and internal factors are identified. This study provides methods and tools for selecting the appropriate organizational structure for any enterprise. At the moment, some methods, be it goal structuring or computer modeling, are not widely used, which in turn makes it difficult to choose an effective organizational structure for enterprise management. The choice of an effective organizational structure is an extremely urgent problem today for every entrepreneur, who is interested in the stable economic activity of his or her enterprise.

scholarly journals Transformation of the management model of a petrochemical enterprise in the context of industry 4.0 challenges

2021 ◽  
Vol 296 ◽  
pp. 06008
Author(s):  
Alexey Shinkevich ◽  
Naira Barsegyan ◽  
Vladimir Petrov ◽  
Tatyana Klimenko
Keyword(s):  
Organizational Structure ◽  
Industry 4.0 ◽  
Organizational Structures ◽  
Scientific Basis ◽  
Management Model ◽  
Enterprise Management ◽  
Resource Saving ◽  
Petrochemical Enterprise ◽  
Scientific Results ◽  
Foreign Science

The need to restructure, redesign or develop a management model on a scientific basis at domestic petrochemical enterprises in the context of the challenges of industry 4.0 and the prospects of industry 5.0, the transition to new management standards, the lack of qualified managers determine the importance and relevance of the problem of choosing the optimal organizational structure of enterprise management that contributes to the most effective achievement of goals. When designing and evaluating the effectiveness of organizational management structures, modeling was used using the production function, which takes into account the indicators of the use of human and material capital in the organization of production. The article summarizes the research and development that allows us to assess the current level of development of organizational structures of petrochemical enterprises in domestic and foreign science and practice. It is proposed to calculate the ranges of indicators of the effectiveness of the management system, depending on the type of organizational structure of management. As a hypothesis, it is noted that with organic types of organizational structures, the level of resource saving is higher than with divisional OSU, the level of resource efficiency of which, in turn, is higher than with mechanistic OSU. The scientific results presented in the study are of significant importance in the context of the implementation of projects on strategies for the development of organizational structures of petrochemical enterprises.

East Timor in Transition: Health and Health Care

2002 ◽  
Vol 32 (3) ◽  
pp. 607-623 ◽  
Author(s):  
George Povey ◽  
Mary Anne Mercer
Keyword(s):  
Health Care ◽  
Health Services ◽  
United Nations ◽  
External Factors ◽  
East Timor ◽  
Future Health ◽  
Armed Struggle ◽  
Local Leadership ◽  
Political Conditions ◽  
Foreign Control

East Timor was liberated from 400 years of conquest and exploitation in an armed struggle that ended, in September 1999, in a conflagration that destroyed its social and physical infrastructures. For two years the territory has been under United Nations administration. Political conditions remain unstable as the result of many intrinsic and external factors. Its economy continues to depend upon infusions of funds from multilateral, bilateral, and private sources. Efforts by expatriates to introduce Euro-American cultural and technical models have been applied to the factors that determine health, with modest results. East Timor expects to be totally independent of foreign control early in 2002. Its future health will depend upon continuing collaboration between international and local leadership in evolving effective government, economy, and health services designed, managed, and executed by Timorese.

Why management models are crucial to the success of business models

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Stephen Denning
Keyword(s):  
20Th Century ◽  
21St Century ◽  
Design Methodology ◽  
Business Models ◽  
Digital Age ◽  
Management Model ◽  
Digital Innovation ◽  
Content Type ◽  
Management Models ◽  
Practical Implications

Purpose The author posits that the management model of an organization determines what kind of business models can be pursued within that organization and that successful 21st century management models are very different from those that succeeded in the 20th century. Design/methodology/approach The author compares and contrasts successful 21st century management models with models that succeeded in the 20th century. Findings Success in the digital age requires a 21st century management model and mindset based on an obsession with delivering value to customers. Practical implications The management model incorporates the key ‘written and unwritten rules’ of the firm. The success of digital innovation can be threatened by 20th Century management assumptions that thwart Agile initiatives. Originality/value Article explains how Agile mindsets and practices are essential to the 21st century management model, and how they potentiate the firm’s focus on creating customers.

Process and trends in strategy and form of organizational structures (research of Istrian Partnership Companies of Hospitality)

1997 ◽  
Vol 3 (2) ◽  
pp. 343-362
Author(s):  
Marli Gonan Božac ◽  
Marčelo Dujanić ◽  
Tihomir Vranešević
Keyword(s):  
Organizational Structure ◽  
Dynamic Process ◽  
Top Management Team ◽  
Executive Leadership ◽  
Organizational Structures ◽  
Management Team ◽  
Top Management ◽  
Organizational Redesign

The success of partnership companies of hospitality depends on occasional and constant improvements. The two most important stimuluses of improvement are the change of organizational structures (organizational redesign), and the executive leadership. The executive leadership and thereby the top management team has the key role. The redesign of organizational structures has to be a dynamic process which will enable the compatibility with its surrounding. The analysis of the organizational structure and strategy is conducted on the sample of Istrian partnership companies of hospitality.

scholarly journals Multinational Banks and Supranational Supervision

2018 ◽  
Vol 32 (8) ◽  
pp. 2997-3035 ◽  
Author(s):  
Giacomo Calzolari ◽  
Jean-Edouard Colliard ◽  
Gyongyi Lóránth
Keyword(s):  
Organizational Structure ◽  
Organizational Structures ◽  
Unintended Consequences ◽  
Coordination Failures ◽  
The Public ◽  
Oxford University ◽  
Multinational Banks ◽  
Editorial Decision ◽  
Public Costs ◽  
Published Paper

Abstract Supervision of multinational banks (MNBs) by national supervisors suffers from coordination failures. We show that supranational supervision solves this problem and decreases the public costs of an MNB’s failure, taking its organizational structure as given. However, the MNB strategically adjusts its structure to supranational supervision. It converts its subsidiary into a branch (or vice versa) to reduce supervisory monitoring. We identify the cases in which this endogenous reaction leads to unintended consequences, such as higher public costs and lower welfare. Current reforms should consider that MNBs adapt their organizational structures to changes in supervision. Received January 9, 2017; editorial decision September 15, 2018 by Editor Philip Strahan. Authors have furnished an Internet Appendix, which is available on the Oxford University Press Web site next to the link to the final published paper online.

scholarly journals ПЕРЕДУМОВИ ТА ПЕРСПЕКТИВИ РОЗВИТКУ БАНКІВ ВАРТОСТІ

2018 ◽  
Vol 1 (6(18)) ◽  
pp. 47-51
Author(s):  
Комаринець С. О.
Keyword(s):  
Financial Market ◽  
Financial System ◽  
Credit Unions ◽  
Organizational Structures ◽  
The State ◽  
Management Model ◽  
Private Enterprises ◽  
Mutual Assistance ◽  
Savings And Loan ◽  
Public Banks

The state of the modern financial market is not homogeneous. Various organizations act on it, such as world, investment, public, retail, social, church, green, folk and development banks; official and unofficial banking organizations; shadow financial system. Mutual assistance banks, rural banks, credit unions, savings and loan funds are institutions formed on the basis of mutual assistance among people. There are also banks operating in the «western» financial tradition and those operating under the laws of Sharia. Value banks are social, ethical, green and public banks without a definite management model that function in the form of joint stock companies, unions and private enterprises. In the article, the ways of formation, organizational structures, historical and religious preconditions of creation and modern tendencies of development of value banks are viewed.

scholarly journals SELECTED INNOVATION TOOLS IN DESIGNING PROCESS MANAGEMENT

2021 ◽  
Vol 26 (4) ◽  
pp. 61-68
Author(s):  
Tomáš Novotný ◽  
Simona Novotná
Keyword(s):  
Organizational Structure ◽  
Environmental Conditions ◽  
System Integration ◽  
Process Management ◽  
Cluster Structure ◽  
Organizational Structures ◽  
Industrial Clusters ◽  
Management Process ◽  
Current Position ◽  
Agile Project Management

This contribution deals with the specification of the current immunity of strategy and status and level of procedural management in special organizational structures referred to as industrial clusters. It represents selected specifics of the design and application of innovative tools, system integration, and agile project management of clusters. It describes and explains the context between the strategy, the organizational structure, and the need for project procedural management at the current position and competitiveness of clusters on the market in demanding energy and environmental conditions. In the end, it shall submit its own author's design scheme for a new organizational project aimed at a cluster structure and draft management process and coordination of clustered projects for their clients.

scholarly journals INTERNAL AND ExTERNAL FACTORS OF THE ORGANIZATIONAL STRUCTURE

AKTUELNOSTI ◽  
2017 ◽  
Vol 2 (32) ◽  
Author(s):  
Dragana Došenović
Keyword(s):  
Organizational Structure ◽  
Organizational Design ◽  
External Factors ◽  
Number Of Factors ◽  
Basic Issue ◽  
Internal Relations ◽  
Internal And External Factors ◽  
The Impact ◽  
Research Author

Organizational structure is a system of internal relations and links in the organization. Since adequately designed organizational structure is the key to the success of enterprises, efficient operations and achievement of the objectives of each organization, the basic issue of this paper is the process of organizational design, with particular focus on the differentfactors that affect this process.For this reason, the purpose of this paper is to describe the impact of certain internal and external factors on the organizational structure, as well as to point out their importance in the design process.Based on the conducted analysis and research, author has come to many conclusions on the basis of which has been proven that there are many internal and external factors that directly affect the organizational structure. In order to successfully operate in today's turbulent conditions, it is necessary for companies to constantly adjust to a number of factors. A successful response to new changes often requires a process of restructuring through which organizational structure adapts to new needs.

Sports Betting and The Black-Litterman Model: A New Portfolio-Management Perspective

2021 ◽  
Vol 16 (4) ◽  
Author(s):  
Isabel Abinzano ◽  
Maria Jesus Campion ◽  
Luis Muga ◽  
Armajac Raventós-Pujol
Keyword(s):  
Portfolio Management ◽  
Sports Betting ◽  
Google Trends ◽  
Management Model ◽  
Market Prices ◽  
Management Models ◽  
Management Perspective ◽  
Portfolio Manager ◽  
Betting Markets

This paper transfers and adapts the Black-Litterman portfolio management model and its subsequent generalizations to the characteristics and specificities of assets quoted on sports betting markets. The results show that these assets are suitable for the application of portfolio management models with the possible inclusion of investors’ opinions. Information based on the variability of market prices and the attention received by NBA teams in Google Trends is successfully used to simulate the opinions expressed by a hypothetical portfolio manager. Furthermore, the assets are suitable for inclusion in portfolios in which managers are seeking returns uncorrelated with other assets.

Sign in / Sign up

Export Citation Format

Share Document