scholarly journals Development trends in organizational and management structures

2021 ◽  
Vol 19 (2) ◽  
pp. 495-506
Author(s):  
Jarmila Straková ◽  
Jan Váchal ◽  
Jaroslav Kollmann ◽  
Milan Talíř
Keyword(s):  
Organizational Structure ◽  
Organizational Structures ◽  
Statistical Dependence ◽  
Development Trends ◽  
The Czech Republic ◽  
Management Structure ◽  
New Finding ◽  
Sector Type ◽  
High Degree ◽  
A Company

Development trends in management and organizational structures are considered one of the limitations of the ongoing transformation of the company architecture of enterprises in the Czech Republic. This study is based on the survey data of over 450 enterprises in different sizes and sector categories conducted in 2016–2019. Statistical dependence between the type of organizational structure and size of an enterprise is confirmed with a trend of transition to a department-based organizational structure at the expense of a division-based structure. A high degree of statistical dependence is found between the number of management levels and size of a company. However, a low level of statistical dependence is found between the number of management levels and the sector type. Dependence between management structure/size of an enterprise and its profitability is not confirmed. A critical strategic task for companies is acceleration of the transformation of the company architecture, including the organizational framework, and intensification of the innovation and digitalization based on a transfer of new knowledge into corporate practice. If enterprises accomplish this strategic task, they will generate higher value and they can be more profitable and sustainable. A transfer from classical management structures to departmental structures is demonstrated, which creates preconditions for transformation in process and project management. A new finding is an independent relationship between management structure/size of an enterprise and its profitability; and an opposite trend considering the number of management levels compared to the prediction, i.e., their decrease.

scholarly journals Target organizational structure and human potential

2021 ◽  
Vol 101 ◽  
pp. 02009
Author(s):  
Marianna Santalova ◽  
Irina Soklakova ◽  
Dariko Balakhanova ◽  
Elvira Lesnikova ◽  
Elena Chudakova
Keyword(s):  
Organizational Structure ◽  
Performance Management ◽  
Organizational Structures ◽  
Human Potential ◽  
Job Descriptions ◽  
Job Responsibilities ◽  
Management Structure ◽  
Line Manager ◽  
High Level

The article examines the success of companies depending on the quality of human resources and the organizational structure of their management. Based on the structure of human potential, the work highlights the processes that reduce it; the values of work of employees of the studied companies are ranked: work as a means of subsistence, communication with colleagues, confidence in the future, the installation "work as the main value in life", the possibility of creative growth. Problems in the field of personnel management are identified in two areas: composition of employees; performance management of staff. To improve the work of managers in the studied companies, it is proposed to implement a comprehensive program. It should include the following areas: changing the management structure, where job responsibilities are clearly reallocated; reviewing job descriptions in order to regulate employee responsibilities, support the most effective technology; and building organizational commitment of staff. The organizational structure of the studied trading firms should be made problem-oriented. Changing the structure will allow to: create additional links that deal with strategic planning; organize production and sales, improve quality, and develop production; the line manager will be able to delegate authority on certain issues and tasks.The proposed problem-oriented management structure, which has the advantages of all organizational structures, has no obvious disadvantages. It provides a high level of specialization of employees, performing a specific function; it is combined with the structure of the management system, is easy to form and operate, and is adaptive to changes. We suggest evaluating the effectiveness of human resource management when changing the organizational structure of management by the level of management decisions of organizations.

Problems of Improving Organizational Structures Management of Construction Companies

2021 ◽  
pp. 61-64
Author(s):  
V. Panin ◽  
D. Belikova
Keyword(s):  
Organizational Structure ◽  
Construction Industry ◽  
Structural Adjustment ◽  
Organizational Structures ◽  
Management Structure ◽  
Construction Companies ◽  
Business Entities ◽  
Different Levels

In this article, special attention is paid to the issues of improving the organizational structures of management of companies in the construction industry. The criteria for changes in the management structure of the company are being specified; tasks that pose the transformation and optimization of the management structure to business entities. The main reasons for the search for new organizational structures of management in the organizations of the investment and construction sphere are considered; the main reasons that prevent the introduction of methods of structural adjustment. The main problems of the formation and improvement of organizational structures of management in the investment and construction sphere at different levels of the organization are raised. Attention is focused on the main tasks of modernizing the organizational structure of company management.

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.

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 Uticaj nacionalne kulture na organizacionu strukturu preduzeca u Srbiji

2003 ◽  
Vol 44 (156) ◽  
pp. 45-66 ◽  
Author(s):  
Nebojsa Janicijevic
Keyword(s):  
Organizational Structure ◽  
National Culture ◽  
Holistic Approach ◽  
Organizational Restructuring ◽  
Complete Understanding ◽  
Main Hypothesis ◽  
Low Degree ◽  
High Degree ◽  
Female Values

The paper aims to point out the limitations of the partial and the need for a holistic approach to researching the influences of national culture on the management. Using the case study of organizational restructuring of Serbian enterprises, the paper shows how the complete understanding of the influences of national culture on management will be possible only if all dimensions of the national culture are simultaneously included in the analysis. The main hypothesis of the paper is that the low degree of formalization of Serbian companies' organizational structure, even with a high degree of uncertainty avoidance in Serbian national culture, results from the forces of collectivism and "female" values in this culture.

scholarly journals The analysis of individual Visegrad group members’ agrarian export sensitivity in relation to selected macroeconomic aggregations

2011 ◽  
Vol 59 (4) ◽  
pp. 327-342
Author(s):  
Miroslav Svatoš ◽  
Luboš Smutka
Keyword(s):  
Agricultural Trade ◽  
Added Value ◽  
The Czech Republic ◽  
Grocery Industry ◽  
Agricultural Exports ◽  
Group Members ◽  
The Subject ◽  
The Individual ◽  
High Degree ◽  
Visegrad Group

This paper analyzes the development of agricultural trade of the countries of the Visegrad Group with emphasis on development of the value of agricultural exports of the individual countries. The subject matter of the analysis is the sensitivity of the commodity structure of agricultural exports of individual countries and the identification of aggregations that are the least and the most sensitive to changes to the external and internal economic environment. From the conducted research, agricultural trade in the V4 countries was found to have developed very dynamically from 1993 to 2008, while the commodity structure of exports has constantly narrowed as the degree of specialization of the individual countries has increased (this applies especially to the Czech Republic, Slovakia and Hungary). From the results of analysis of sensitivity to changes of selected variables relating to the development of the value of agricultural exports of the individual V4 countries, it appears that the aggregations that react most sensitively to changes are those that are the subject of re-exports, followed by the aggregations that are characterized by a high degree of added value. In general it can be said that products of agricultural primary production exhibit less sensitivity in comparison with grocery industry products. This is confirmed by the general trend arising from the very nature of consumer behaviour.

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