scholarly journals System reorganization as the instrument of increase in effective management of human resources in antropotechnical management

2017 ◽  
Vol 9 (2) ◽  
Author(s):  
Dora Kazaryan ◽  
Vitaly Chulkov
Keyword(s):  
Human Resources ◽  
Organizational Structure ◽  
Production System ◽  
Organizational Structures ◽  
Transport Sector ◽  
Effective Management ◽  
System Study ◽  
Social Production ◽  
Basic Model ◽  
Legal Forms

In need of increase in effective management of human resources and, as a result, - enhancement of organizational structures of management, there is always a need to find out: whether it is possible to modernize the existing organizational structure of management or in the course of reorganization it is necessary to create new structure. The basic model of a cycle of reorganization constructed in 1996 as one of fundamental developments of society was result of the researches executed by school of sciences "Infografichesky bases of functional systems". At the same time reorganization is understood as the method of transformation of physical, virtual, legal, legal and other objects and processes of activities (merge, separation, accession, allocation, the termination, origin, etc.) allowing a possibility of partial or basic change of organization-legal and legal forms, technologies, methods and means of its implementation. Cycle of reorganization are the four interconnected stages: device, disorganization, reorganization, soorganization. In a social production system of transport sector of managing of the country all listed stages of a basic cycle of reorganization are closely connected with objective need of fixed updating of technical means, technologies of their production and use in case of operation, and also transport and handling services. As a result of such updating which is carried out without system study in the form of local operational changes in invariable organizational structures of management the stratifications significantly influencing the relations of certain figures and their groups breaking the relations and results of activities which are initially pledged in these structures accumulate. At the same time officially in a directive way appointed regulation of such relations upon lags behind real dynamics of production life and doesn't allow to realize possibilities of antropotechnical management fully.

Managing Work force Diversity: Key Successful factors

2021 ◽  
Vol 1 ◽  
pp. 76-86
Author(s):  
Basu Dev Lamichhane
Keyword(s):  
Organizational Change ◽  
Problem Solving ◽  
Human Resources ◽  
Work Force ◽  
Diversity Management ◽  
Workforce Diversity ◽  
Effective Management ◽  
New Thinking ◽  
New Ideas ◽  
Diversity Effects

Human capital is an important asset for any organization. Physical and capital resource can be mobilized properly through human resources. Physical and capital resources by themselves cannot improve efficiency or contribute to increased rate of return on investment. The efficiency of capital and physical resource can be achieved through combined efforts of human resources. This paper is descriptive design. The study tackled areas of workforce diversity effects on diversity of performance of employees and how workforce diversity can be managed to the positive outcomes of an organization. Workforce diversity is combination of different caste, gender, age, attitude, religion, ability, skills, region, perception, race, sex, experience and cultural differences. It is the differences and similarities between the employees of any organization. It is the process of bringing verity of people in the same workplace. Effective management of diversity recognizes that people from different backgrounds, culture and experience can bring new ideas to the workplace. Workforce diversity leads an organization in to creativity, innovation, able to retain talent workforce, energize people and boosts them and reduced grievances. Workforce diversity promotes creativity, innovative problem solving, productivity and increase cultural diversity, increase in enterepreneural behavior and values within employees. Diversity management emphasizes on building specific skills, creating policies and drafting practices that get the best from every workers. So, diversified workforce provides various advantages to organization (i.e. creativity, change adoption, problem solving, new thinking and thought, flexible adoption to organizational change and beliefs). The study reveals that there is a positive correlation between good workforce diversity and organizational change.

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 Penentuan Target, Strategi dan Faktor-Faktor yang Mempengaruhi Optimalisasi Pajak Daerah

2021 ◽  
Vol 4 (2) ◽  
pp. 95-116
Author(s):  
Fauzan Effendi ◽  
Vince Ratnawati ◽  
Yesi Mutia Basri
Keyword(s):  
Information Technology ◽  
Human Resources ◽  
Organizational Structure ◽  
Case Study Approach ◽  
Real Potential ◽  
Target Setting ◽  
Study Approach ◽  
Local Taxes ◽  
Target Strategy

The research aimed to analyze the suitability of local tax target setting with real potential, analyze strategies and factors that influence the optimization of the advertisement tax performance, swallow's nest tax, groundwater tax, and Non-Metal Mineral Tax in Pekanbaru City. The object of this study is the Pekanbaru City Regional Revenue Agency and four objects/subjects of local taxes studied in Pekanbaru City. The method used is qualitative with a case study approach. This research shows that the target setting of Advertising Tax, Swallow's Nest Tax, Groundwater Tax, and Non-Metal Mineral and Rock Tax has not been adjusted to the real potential. The performance reports of each Regional Tax studied were inadequate in relation to the strategies implemented, which made it difficult for the Regional Revenue Agency to make effective and efficient decisions. The factors that influence tax optimization are the inadequate organizational structure, updating of the taxation database, human resources, the use of information technology, strengthening regulations, and supporting infrastructure.Keywords: Local Tax; Target; Strategy; Constraints. AbstrakPenelitian bertujuan untuk menganalisis kesesuaian penetapan target pajak daerah dengan potensi ril, menganalisis strategi dan faktor-faktor yang mempengaruhi optimalisasi kinerja Pajak Reklame, Pajak Sarang Burung Walet, Pajak Air Tanah; dan Pajak  Mineral Bukan Logam di Kota Pekanbaru. Objek Penelitian ini adalah Aparatur Badan Pendapatan Daerah Kota Pekanbaru dan 4 objek/ Subjek pajak daerah yang diteliti di Kota Pekanbaru. Metode yang digunakan adalah kualitatif dengan pendekatan studi kasus. Penelitian ini menunjukkan bahwa penetapan target Pajak Reklame, Pajak Sarang Burung Walet, Pajak Air Tanah; dan Pajak  Mineral Bukan Logam dan batuan belum disesuaikan dengan potensi ril. Laporan kinerja masing-masing Pajak Daerah yang diteliti belum memadai terkait strategi yang telah dilakukan sehingga menyulitkan Badan Pendapatan Daerah dalam pengambilan keputusan yang efektif dan efisien. Faktor-faktor yang mempengaruhi optimalisasi pajak tersebut adalah belum memadainya struktur organisasi, pemutakhiran data base perpajakan, kondisi Sumber Daya Manusia, pemanfaatan teknologi informasi, Penguatan Regulasi dan sarana prasarana pendukung.Kata Kunci: Pajak Daerah; Target; Strategi; Kendala.  

Life Cycle Assessment Framework for the U.S. Bridge Inventory

2018 ◽  
Vol 2672 (12) ◽  
pp. 82-92
Author(s):  
Saeed Babanajad ◽  
Yun Bai ◽  
Helmut Wenzel ◽  
Moritz Wenzel ◽  
Hooman Parvardeh ◽  
...  
Keyword(s):  
Research Effort ◽  
Probabilistic Approach ◽  
Effective Management ◽  
Model Framework ◽  
Basic Model ◽  
Federal Highway ◽  
Realistic Assessment ◽  
Bridge Performance ◽  
The U.S

The effective management of bridges requires a good understanding of their life expectancies. Improved prediction of bridge service life is required to be developed in order to better understand bridge deterioration and to find more effective maintenance and repair strategies. These models are integral components of the Long-Term Bridge Performance Program (LTBP), a 20-year research effort initiated by the U.S. Federal Highway Administration (FHWA) to improve the understanding of bridge performance. In this paper, the development of a life expectancy model framework, as part of the research effort in this program, is presented. The framework is established based on a semi-probabilistic approach to adherently maintain the advantages of both deterministic and probabilistic techniques. The modeling follows a step-by-step process which incorporates data collected from historical records, training the data, creating a model based on the most suitable approach, and reducing the associated uncertainties. The basic model is first trained by the network of bridge inventory and the uncertainties are reflected by determining lower and upper margins. Then the model is improved by introducing the new knowledge gained from the external attributes influencing the structure. Finally, the condition states of the bridge components are employed directly to refine the model for realistic assessment. The developed model is later automated into the Bridge Portal, the main core of the bridge-performance data warehouse. A detailed example using the Mid-Atlantic cluster bridge inventory data is presented in this paper to illustrate the application of the method described above.

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