SELECTED INNOVATION TOOLS IN DESIGNING PROCESS 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.

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Navigating through institutional complexity: adoption of a process view in functional organizations

Business Process Management Journal ◽

10.1108/bpmj-01-2019-0038 ◽

2019 ◽

Vol 26 (2) ◽

pp. 593-612

Author(s):

Anastasiya Henk ◽

Terje Fallmyr

Keyword(s):

Organizational Structure ◽

Organizational Design ◽

Process Management ◽

Institutional Environment ◽

Single Case ◽

Organizational Structures ◽

Institutional Pressures ◽

Content Type ◽

Process View ◽

The One

Purpose The purpose of this paper is to contribute to the ongoing debate on the appropriate organizational design for the process management implementation. Using the lens of institutional theory, the paper discusses how organizations adapt to a required implementation of a process view alongside their organizational structures. Design/methodology/approach The study is designed as a single case study of a Norwegian shipping company. On the one hand, shipping companies are traditionally managed by functions due to the specifics of maritime operations and high safety-related risks of the work. On the other hand, the rising demands of regulatory bodies and customers within the offshore logistics are calling for implementation of a process view within the organizations, which implies management by processes. Findings The study analyses conflicting requirements of the institutional environment influencing organizational structure and how these conflicts are addressed by the company. Besides, it describes the decoupling mechanism the company uses to balance between such requirements and adapt to the changes of the institutional pressures. Originality/value The study introduces a situational-based organizational structure as an alternative for both process and vertical views implementation within the companies operating in the highly demanding institutional environments.

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Innovative Approach to Management Education’s Content and Structure Improving

Upravlenie ◽

10.12737/16703 ◽

2015 ◽

Vol 3 (4) ◽

pp. 96-102

Author(s):

Попович ◽

Aleksey Popovich

Keyword(s):

Strategic Alliances ◽

Process Management ◽

Educational Institution ◽

Innovation Process ◽

Organizational Structures ◽

Practical Experience ◽

Industrial Clusters ◽

High Educational Institution ◽

Virtual Structures ◽

High Educational

For the formation and development of tomorrow’s highly effective Manager model it is not already enough of competences from the area of only classic management and/or classic emotional and even business leadership. The optimum combination of universal values and strategic anticipation, social leadership, universal and special management technologies is necessary. Aspects of innovation process management on organization’s holistic development have been considered, main groups of higher school’s development strategies have been marked, and two types of innovative processes in the education system have been characterized in this paper. The author emphasizes that the traditional association of efforts in the training of specialists through a formal merger of several structures is ultimately ineffective. More productive will be the consolidation of efforts (in parallel with formal associations) through contractual relationships, creation of basic chairs at enterprises, strategic alliances, consortia, network organizations, educational and industrial groups, technology parks, business parks, innovative educational and industrial clusters, in other words, through creation of formal virtual structures. These chairs should become such points for growth of future organizational structures for graduates’ training, in other words, they should become mini-academies, which will provide the high level training, and development of science. The paper talks about creation of new forms and organization experiences for training of managerial human resources of new generation through formal virtual structures creation with authorities, high educational institutions, business representatives, secondary school institutions, preschool facilities. This project implementation requires the allocation of several stages. The first one is creation of Institute of management (as faculty) as the core organizational structure in the form of high educational institution unit. A sample structure of such Institute has been proposed, the practical experience of such structures formation has been placed in the clearest light. In the process of their development the Institutions can be transformed into more complex structures (e.g., academies, management universities), combining the traditional organizational structures with creation of strategic formally virtual associations with various educational and industrial structures at the municipal, regional, Federal, and international levels

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METHODOLOGY FOR CHOOSING THE ORGANIZATIONAL STRUCTURE OF ENTERPRISE MANAGEMENT

Scientific Review: Theory and Practice ◽

10.35679/2226-0226-2020-10-9-2003-2012 ◽

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.

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

Tourism and hospitality management ◽

10.20867/thm.3.2.11 ◽

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.

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Multinational Banks and Supranational Supervision

Review of Financial Studies ◽

10.1093/rfs/hhy116 ◽

2018 ◽

Vol 32 (8) ◽

pp. 2997-3035 ◽

Cited By ~ 8

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.

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Sustainable Growth Strategies for 999 in the Era of the ASEAN Economic Community: Medical Equipment and Supplies Trading in Thailand during Changing Environmental Conditions

South Asian Journal of Business and Management Cases ◽

10.1177/2277977916665918 ◽

2016 ◽

Vol 5 (2) ◽

pp. 136-144

Author(s):

Wilaiporn Lao-Hakosol ◽

John Walsh

Keyword(s):

Environmental Conditions ◽

Medical Equipment ◽

Sustainable Growth ◽

Growth Strategies ◽

Economic Community ◽

Current Position ◽

Equipment And Supplies ◽

Steady Growth ◽

Asean Economic Community ◽

A Company

999 is a Thai company that sells, distributes and supports medical equipment and supplies. It has achieved steady growth in its 30 years of existence but now faces unprecedented problems due to environmental change through the implementation of the most recent stage of the Association of Southeast Asian Nations (ASEAN) Economic Community (AEC) and other challenges. As an emerging, ageing, affluenza-suffering country, Thailand offers a number of interesting opportunities for a company in this sector but those opportunities also appeal to current and potential competitors. Should 999 be thinking of defending its current position or seeking to expand to new markets within the region?

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Process Management in Football Youth Development Program

Journal of Education and Training Studies ◽

10.11114/jets.v7i9.4342 ◽

2019 ◽

Vol 7 (9) ◽

pp. 8

Author(s):

Serdar Samur

Keyword(s):

Youth Development ◽

Process Management ◽

Development Program ◽

High Standard ◽

Organizational Structures ◽

Development Programs ◽

Youth Development Programs ◽

Sports Clubs ◽

Customer Expectations ◽

Living Organisms

In our age, businesses are accepted as living organisms. Businesses that are aware of this change have begun to transition from a result-oriented work system to process management, closely following customer expectations in order to exist in the future as well. The largest expense that sports clubs incur involves transfer spending, because the most talented footballer, who would influence team success, is recruited from outside the club. Today, many sports clubs are incorporated and need to create their own economic resources that would not only ensure their survival but also their success and continuity. This resource can be achieved by means of the footballers who participate in the youth development programs conducted by the club’ football academy. The standards of football are on the rise, and so are the expectations of all those involved, with qualified footballers demanding astronomical wages. Sport clubs need to increase their profits by using the resources that are being developed in their respective football academies. If a given footballer attains a high standard by performing well during training and making it to the first string team, the club has to save on the transfer budget. The aim of this study is to determine how club football schools and academies manage in accordance with process management within the system approach. This study incorporated the qualitative research method and case study technique. Data was collected with the help of the interview technique and examined using content analysis. In this research, it was found that youth development programs should be managed by employing three main processes: covering education in sports schools, practicing with competitor teams, and transitioning to professionalism. If these processes are applied across football academies, it would lead to the emergence of economically qualified footballers. Youth Development Programs, as a part of the system of process management within the framework of organizational structures of sports clubs, will prove to be an ideal form of structuring.

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Understanding of Leadership in Distance Education Management

Educational Leadership and Administration ◽

10.4018/978-1-5225-1624-8.ch003 ◽

2016 ◽

pp. 34-50

Author(s):

Gülay Ekren ◽

Serçin Karataş ◽

Uğur Demiray

Keyword(s):

Distance Education ◽

Educational Leadership ◽

Literature Review ◽

21St Century ◽

Education Leadership ◽

Organizational Structures ◽

Management Process ◽

Education Management ◽

Special Area

Today, distance education institutions are different from other traditional organizational structures because they require a virtual structuring. Therefore, the concept and practice of educational leadership is considered as a special area in distance education management process. As a requirement of 21st century, distance education leadership has been seen as a matter or necessity to be developed and to be investigated in the management of distance education. In this chapter, it is aimed to bring the insights of various researchers to define characteristics or qualifications of leadership in distance education, which are or should be different from traditional educational leadership through a literature review relevant to leadership and theories in leadership, educational leadership, and distance education leadership.

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Understanding of Leadership in Distance Education Management

Medical Education and Ethics ◽

10.4018/978-1-5225-0978-3.ch053 ◽

2017 ◽

pp. 1150-1166

Author(s):

Gülay Ekren ◽

Serçin Karataş ◽

Uğur Demiray

Keyword(s):

Distance Education ◽

Educational Leadership ◽

Literature Review ◽

21St Century ◽

Education Leadership ◽

Organizational Structures ◽

Management Process ◽

Education Management ◽

Special Area

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Implementations

Advances in Business Information Systems and Analytics - Software Engineering for Enterprise System Agility ◽

10.4018/978-1-5225-5589-6.ch007 ◽

2019 ◽

pp. 180-190

Keyword(s):

Large Scale ◽

Process Management ◽

Oil And Gas ◽

Oil And Gas Industry ◽

Organizational Structures ◽

Gas Industry ◽

Analysis Process ◽

Petroleum Companies ◽

Market Factors ◽

Potential Methods

The distinctive feature of petroleum businesses is its wide scope. After crude oil or gas extraction, resulting semi-products undergo dozens of transformation stages in supply chains to reach the final customer. Combination of quantity and quality multiplied by external market factors produce price fluctuations that are challenging for world economics. In this regard process management might be carried out to improve supply chain performance and assure the maximum business predictability. However, for such large-scale organizations it requires big effort in operational analysis, process enhancement and process control via information systems which successfully support traditional management in function-oriented organizational structures. This chapter explores the developed engineering matrix that embraces potential methods and tools applicable for oil and gas industry. Additionally, it reveals industrial peculiarities and delivers case studies about Iranian and Hungarian petroleum companies.

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