Action Based Integrated Tracking Approach to Foster the Collaboration and Achieve Operational Excellence

In rapidly growing data-intensive workflow processes, one of the major challenges for engineers is to carry out the high-priority tasks aligned with the engineering and business needs of the organization. This paper presents an implementation methodology adopted to solve this problem and create a holistic action tracking system that is firmly integrated into the engineering practice and fosters improved communication within various engineering disciplines. The first step in creating the comprehensive action tracking workflow was to identify the engineering workflows that end with an actionable item. Afterward, a framework was created that integrates these action items with the corresponding workflow as per the organization structure active directory. Once these action items are created, the inbuilt reminder system notifies the user of the upcoming tasks based on the priority assigned to these items. The escalation mechanism also ensures that the manager gets a notification when actions passed the due date. Once the action items are closed, the action assignee and assigner both get a notification to close the action loop. One of the most significant benefits of such a process is that all the outcomes of the engineering workflows, such as the requirement to retest the well for production tests, allowable approval requirements, injection improvement recommendations, etc., are directly fed into the integrated action tracking mechanism. This way, the engineers do not need to use a separate system for assigning and tracking the actions. Once these actions are fed into an integrated action tracking system, the system maintains, expedites, and escalates the actions by itself. Another benefit realized by this action tracking system was that the organization structure was internally utilized within the online platform. Therefore, it helps in dynamically assigning the organization structure and creating an escalation item to the right person at the right time so that the integrity of the overall operation remains uncompromised. The business intelligence tool is integrated with the action tracking system to support monitoring and decision-making surveillance exercises of reservoir monitoring plans and allowable monitoring, for example, utilizing the inbuilt planning and performance dashboards. Another major objective achieved in this closed-loop action tracker was the improved system-based communication among various engineering disciplines as the actions are decided based on common business objectives and agreement within the digital platform One of the well-known gaps in modern production optimization solutions is integrating the engineering solutions with the actionable item. This system bridges this gap and provides a way forward for improved collaboration and fostering communication among various disciplines.

Dimensional research on organization structure: meta-analysis and conceptual redirection

A previous meta-analysis of dimensional structure research published during the latter half of the 20th century revealed significant intercorrelation among structural dimensions inspired by Max Weber's bureaucratic ideal type, providing support for continued research on dimensional structures and for the bureaucratic structural model that served as its theoretical foundation. A new meta-analysis reported in this article, motivated by questions regarding the continued applicability of bureaucratic dimensional models in the later era of new organization forms, indicates that many of the interrelationships among five structural dimensions (formalization, standardization, specialization, vertical differentiation, and decentralization) have weakened since the time of the earlier meta-analysis. The results of this study, conducted using a sample of 346 correlations from a collection of 155 published articles, are interpreted as failing to provide consistent evidence supporting a central tenet of the bureaucratic structural model, therefore, as indicating that dimensional structural research now lacks a viable theoretical foundation.

The Up-scaling Organization Structure Design: an Axioms Based Concept

Theoretical and Industry 4.0 also Society 5.0 phenomena adaptation research for formulating a new up-scaling organization structure design and concept visualized by mathematical axioms.

The Up-scaling Organization Structure Design: an Axioms Based Concept

Theoretical and Industry 4.0 also Society 5.0 phenomena adaptation research for formulating a new up-scaling organization structure design and concept visualized by mathematical axioms.

Organization Social Practice and Performance in the Kenya National Police Service: A Case of Central Police Division, Nairobi

The National Police Service of Kenya has gone through numerous transformations which are aimed at making it more effective and socially aligned to the needs of the Kenyan population. The transformation has seen the renaming of the policing unit from Kenyan Police Force to its current name. The Strategy such as renaming the institution to National Police Service implies that the institution is improving its commitment to improve service delivery to the citizens in a favorable social framework. However, minimal studies have been done to determine the existence of any relationship between organizational social practices and performance of the police institution. Therefore, the current study was formulated to establish the influence of organizational social practices on the performances of the National Police Service. The independent variables of the study included leadership style, organization structure, professionalism, and organization politics. Practice and system theories were reviewed alongside relevant sources of empirical literatures were reviewed to give the current studies sound theoretical and empirical foundations. Descriptive research design was used to guide collection, analysis, and interpretation of the research data. Semi-structured questionnaires were used to collect quantitative and qualitative data was collected from 150 police officers who were purposively sampled from Central Police Division in Nairobi County. A combination of descriptive and inferential analyses were performed to establish the current trends of the study variables and relationships thereof. The study found out that the respondents were in agreement with almost statements on the four organizational social practices including leadership style, organization structure, and professionalism and organization politics. Leadership style and professionalism were established to have the highest impact (0.300; p= 0.000) and the least impact (0.093; p=0.000) respectively. Organization politics, on the other hand had a significant negative impact (-0.254; p=0.001) on the NPS performance. The study concludes that the main belief or attitude influencing leadership style is the perceived manager versus subordinates’ role. Effective decision making is improved by decentralization, narrow control span and efficiency relate positively, task routine positively and negatively affect productivity. A respectful culture is fostered by professionalism, which ensure proper handling of conflicts. Boundaries are clearly understood and minor issues solve efficiently and respectfully by professional employees. Workers are motivated with the hope that there won’t be hampering of their interest due to existence of organizational politics. Employee’s indiscipline may be resisted by the organizational politics’ help. The study recommends that transactional and transformative leadership be embraced by national police service to assist in tapping the workers’ potential, they should be involved in making decisions and new idea be welcomed into the system for positive contribution to the entities’ exponential performance. National police service should adopt an efficient, simple and universally accepted organizational structure. Employees at national police service should exercise workplace expectations and rules by following all workplace rules, completing all projects and tasks and understanding what is expected of them. Delegation of duties depending on employees’ academic achievements, specialization and interests. Transparency must be maintained at all levels to reduce politics.

Integration of the buyer–supplier interface for Global sourcing

While global sourcing often implies that the firm needs to, for example, redesign the procurement organization and make decisions on what to centralize and what to manage locally, global sourcing also has direct implications for management of the buyer–supplier interface. This study takes an organization design focus and addresses global sourcing organization design as well as provides illustrations on how to integrate the buyer–supplier interface for global sourcing. Integration is conceptualized as coordination and cooperation. The paper is based on an embedded unit case study of a global technical industrial product and service systems provider, TechInd (pseudonym). Data was collected from TechInd as well as from six of its suppliers. The findings indicate that the global sourcing organization structure, as well as the differences in the buyer’s sourcing and supplier’s sales organizations, pose requirements for management of the interface in terms of coordination and cooperation. Challenges arising particularly due to differences in geographical scope and level of centralization can be managed by introducing the key account role and alignment of incentives.