A Proposal on Developing a 360° Agile Organizational Structure by Superimposing Matrix Organizational Structure with Cross-functional Teams

2020 ◽  
Vol 45 (3) ◽  
pp. 270-294
Author(s):  
Kiruba Nagini R. ◽  
S. Uma Devi ◽  
Sayed Mohamed
Keyword(s):  
Organizational Structure ◽  
Simple Structure ◽  
Organizational Structures ◽  
Advantages And Disadvantages ◽  
Hr Practices ◽  
Business Opportunities ◽  
The Matrix ◽  
Functional Teams ◽  
Professional Bureaucracy ◽  
Machine Bureaucracy

With the growing business opportunities and expanding boundaries, the organizational structure of the companies is becoming highly dynamic with several levels flattened out and branching out horizontally, instead of being vertical. With agility required in all fast-evolving organizations, it is essential to check out for the suitability of the modern organizational structures prevalent, being classified by Mintzberg as ‘entrepreneurial or simple structure, machine bureaucracy, professional bureaucracy, divisional form, and adhocracy or innovative’ (Mintzberg, 1980; Lunenburg, 2012). In this article, we propose a 360° Agile organizational structure which is a hybrid of the matrix organizational structure superimposed with cross-functional teams (CFTs). This article discusses the possibilities of forming smaller teams without compromising the incidence of the essential ‘skills– talents–competencies’, necessary for every single project, thereby superimposing the matrix organizational structure and the CFTs. This article also discusses the advantages and disadvantages of this proposed organizational structure. A possible cross-check with regard to the scalability issues has also been made with the Scaled Agile Framework (SAFe®) agile HR practices.

An Organizational Structure Game (and BINGO! Is Its Name-O)

2017 ◽  
Vol 3 (1) ◽  
pp. 62-70 ◽  
Author(s):  
Joan M. McMahon
Keyword(s):  
Critical Thinking ◽  
Organizational Structure ◽  
Communication Skills ◽  
Organizational Structures ◽  
Thinking Skills ◽  
Critical Thinking Skills ◽  
Interactive Communication ◽  
Advantages And Disadvantages

This article describes an in-class, noncomputerized, bingo game to accompany coverage of the topic of organizational structure. The game allows students to be actively involved in learning, solidify recognition and understanding of organizational structure terminology, apply understanding of organizational structure to an analysis of organizational charts to locate people and their titles, utilize critical thinking skills to recognize advantages and disadvantages of a variety of organizational structures, and develop interactive communication skills.

scholarly journals Understanding context and forces for choosing organizational structures for continuous delivery

2020 ◽  
Author(s):  
Leonardo Alexandre Ferreira Leite ◽  
Fabio Kon ◽  
Paulo Meirelles
Keyword(s):  
Grounded Theory ◽  
Organizational Structure ◽  
Organizational Structures ◽  
The Other ◽  
It Professionals ◽  
Continuous Delivery ◽  
Functional Teams

In this research, we aim to understand the organizational structures adopted by software-producing organizations for managing IT technical teams in a continuous delivery context. Following Grounded Theory guidelines, we interviewed 46 IT professionals to investigate how organizations pursuing continuous delivery organize their development and operations teams. Among our results, we discovered four organizational structures: (1) siloed departments, (2) classical DevOps, (3) cross-functional teams, and (4) platform teams. After having discovered such structures and their properties, we describe, in this paper, our plans to better understand which contextual properties and forces lead an organization to adopt an organizational structure to the detriment of the other ones.

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.

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 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 Формирование среды реализации цифровых инициатив сотрудников банка

2019 ◽  
pp. 48-54
Author(s):  
Тарас Гриценко ◽  
Жанна Передера ◽  
Анна Теряева
Keyword(s):  
Banking Sector ◽  
Economic Security ◽  
New Professionals ◽  
Advantages And Disadvantages ◽  
Study Results ◽  
The Matrix ◽  
Banking Business ◽  
The Stability ◽  
Definition Of ◽  
The Impact

В работе рассматривается возможность формирования в банковском секторе среды, в которой сотрудники смогут самостоятельно реализовывать цифровые инициативы для развития компании и самообучения. Обоснована необходимость её наличия. Проведен анализ соответствия поставленной проблемы российским и мировым трендам на основе изучения федеральных программ и оценок рейтинговых агентств. В результате исследования разработан бизнес-процесс реализации цифровых инициатив, про-веден конкурентный анализ его преимуществ и недостатков перед традиционным подходом к обучению. The article discusses the possibility of forming in the banking business an environment in which employees will be able to in-dependently implement digital initiatives for the development of the company and self-learning. The necessity of its presence is grounded. The analysis of compliance of the problem with the trends in Russia and the world based on the study of Federal programs and ratings agencies. To attract new staff with the necessary knowledge, banks have a number of tools - business classes, sponsorship programs, mentoring, hackathons, man-agement fights, case-championships, etc. It has been revealed that new professionals with technical skills can solve complex problems and generate products. But it’s difficult for them to dive into the banking sector, study its features and offer their own solutions to problems. It was also revealed that the company is interested in product results that are practice oriented. Com-bining product results and training is only possible by creating an environment in which they can discuss their ideas, find sup-port and implement them. As a result, a business process for the implementation of digital initiatives has been formed, a competi-tive analysis of its advantages and disadvantages over the tradi-tional approach to training has been conducted. strategies. The leading method of research is the definitions according grouping to the principles of the matrix method. It was revealed that the economic security concept is disclosed using factors freely com-bined into three groups (includes: sustainability, protection of interests, ensuring sovereignty), and the most common definitions are built using words-markers: state, security, advantage, process. One of the main study results is an algorithm for constructing the definition of the economic security concept, which allows to model and refine the definition of the concept based on the initial categories, consider-ing the economic context. The author's definition is also formulated, which reflects the interrelation of such components as the protection of interests, the impact of threats, the stability preservation, inde-pendence, ensuring development, self-adaptation and self-reproduction.

Service-Oriented Architectures and ESB in VE Integration

2011 ◽  
pp. 1429-1436
Author(s):  
Nicolaos Protogeros
Keyword(s):  
Organizational Structures ◽  
Virtual Enterprises ◽  
Service Oriented Architectures ◽  
Service Orchestration ◽  
Advantages And Disadvantages ◽  
Computing Paradigm ◽  
Integration Problem ◽  
Service Oriented ◽  
Enterprise Collaboration ◽  
Technology Trends

Service-oriented architectures (SOA), mostly based on Web services (W3C), provide an industrial standard for deploying, publishing, discovering, and invoking enterprise’s services. From its emergence, many specialists have predicted that SOA will revolutionize the distributed computing paradigm and it will make various kinds of e-business (e.g., virtual enterprises, inter-enterprise collaboration, and ASP paradigms) a reality. This article examines the service-oriented architectures (SOA) applied to innovative organization schemes such as virtual enterprises (VE) to resolve the enterprise organizational structure integration problem. The evolution of software architectures from traditional to SOA is presented, along with the characteristics, advantages and disadvantages, and problems and difficulties in applying the SOA, while also focusing on the compatibility between SOA and modern organizational structures. The new standard in the service orchestration level BPEL is considered as a language for business process modelling and its impact to the integration problem is examined. New messaging protocols and frameworks such as the enterprise service bus (ESB) or messaging service bus are also examined. The main focus is on the SOA technology trends of modern organizational structures with regards their formation and integration. The comparison between SOA and traditional architectures provides a clear path to their adoption in various cases.

Understanding Outsourcing of Web-Based Applications in Organizations

2011 ◽  
pp. 171-187
Author(s):  
Teuta Cata
Keyword(s):  
Organizational Structure ◽  
Web Site ◽  
Insurance Industry ◽  
Organizational Structures ◽  
Insurance Companies ◽  
Organizational Size ◽  
Online Activity ◽  
Web Based ◽  
Development Approach ◽  
The Relationship

This article has investigated the insurance industry and provided insights into the relationships of organizational size and age with outsourcing and organizational structure. Also, this study investigated the relationship between Web site age, outsourcing, and organizational structure. The main findings are that firm size and maturity is related to the decision of Web-based development approach and the best organizational structure to support online activity. The insights obtained by a new variable: Web site age suggests that insurance companies are trying to develop their Web-based activities within their existing organizational structures, rather than creating new e-commerce divisions.

Organizational Structure

2011 ◽  
pp. 749-756 ◽  
Author(s):  
Paul H.J. Hendriks
Keyword(s):  
Organizational Structure ◽  
Max Weber ◽  
Organization Structure ◽  
Modular Organization ◽  
Organic Form ◽  
Organization Structures ◽  
N Form ◽  
Knowledge Intensive ◽  
Professional Bureaucracy ◽  
The Brain

For many decades, organization scientists have paid considerable attention to the link between knowledge and organization structure. An early contributor to these discussions was Max Weber (1922), who elaborated his concepts of professional bureaucracy. History shows a multitude of other descriptions and propositions which depict knowledge-friendly organization structures such as the ‘organic form’ for knowledge-intensive innovation promoted by Burns and Stalker (1961), professional bureaucracies and adhocracies described by Mintzberg (1983), and the brain metaphor for organization structure (Morgan, 1986). Discussions on such knowledge­friendly organization structures led to many neologisms including the flexible, intelligent, smart, hypertext, N-form, inverted, network, cellular, or modular organization.

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