Impact of Restructuring on Employee Productivity Amidst COVID-19 in Pakistan

The chapter examines the manner in which COVID-19 is affecting employee productivity given to the global organizational restructuring. This chapter focuses on the general impact it has had on organizations, particularly SMEs in Karachi, Pakistan. A review of the current literature indicates organizations have been constrained into projects of quick and revolutionary change. In basically all cases, there will be further significant changes ahead for those organizations that endure the impact of COVID-19. This study quantitatively tests the link between organizational restructuring and the impact it holds on employee productivity. This is done through questionnaires being distributed amongst the sample of employees working at different FMCG companies going through organizational restructuring. The expected findings suggest that employee output has decreased as there has been a drastic work environment shift; they are not as motivated and focused working from home as compared to the formal work setup they've been working in for years.

Organization Restructuring and Performance of Commercial Banks in Mombasa County, Kenya

Organizational restructuring is very important especially for firms that operate in a dynamic environment characterized by high competition. Implementation of restructuring strategies should be carried out carefully and with great keenness to ensure that it serves its intended purpose. This study aimed at determining what effects organization restructuring has on performance of commercial banks in Mombasa County. The subvariables included determining the effects of departmentation , HR restructuring, decentralization of processes and mergers and acquisitions on the performance of commercial banks that operate in the County of Mombasa. The reviewed literature on the relevant theories and perceptions brought forth several objectives that guided the research which included that of departmentation, human resource restructuring, decentralization of processes and mergers and acquisitions. With regards to research methodology, the research design adopted by this study was the survey research design and it was instrumental in bringing out structured perceptions of the respondents with regards to organizational restructuring. Collection of primary data was done in all banks located in Mombasa county, using structured questionnaires. Descriptive statistics was used to analyze the data collected and it included findng the mean and standard deviations as well as inferential statistics. The study was expected to contribute knowledge in areas of organization restructuring and organizational performance. The findings from the study established that the banks had adopted various restructuring strategies over the recent past where the organizational restructuring parameters that were adopted to a great extent included departmentalization, humanresource restructuring and decentralization of processes, with mergers and acquisition being adoted to a much lower extent. This research concluded that the commercial banks had adopted organizational restructuring in the recent past by implementing different parameters and that this had resulted in improved performance. From the findings, the researcher recommends the enhancement of communication channels as well as review their existing structures and culture to ensure that it supports the restructuring efforts that are being adopted by the organization.

ANALYSIS OF THE STRUCTURAL AND ORGANIZATIONAL RESTRUCTURING OF MEDICAL CARE FOR PEDIATRIC MAXILLOFACIAL SURGERY IN THE PENZA REGION IN 2021

The annual increase in patients and increased requirements for the quality of medical care lead to the reorganization of the work of various departments of medical hospitals. In order to improve the quality and accessibility of specialized medical care in the profile "maxillofacial surgery" in the territory of the Penza Region, in 2020, the structure of the Center for Maxillofacial Surgery of the Penza Regional Clinical Hospital named after N. N. Burdenko will be reorganized, which allows solving a number of existing problems. An important direction in the modernization of the Center was the structural and organizational restructuring. The purpose of the study: to analyze the quality and effectiveness of providing care to children with pathology of the maxillofacial region by doctors of the Center for Maxillofacial Surgery of the Penza Regional Clinical Hospital named after N. N. Burdenko. Materials and methods. A comprehensive assessment of the quality of care for children with maxillofacial pathology from 2018-2020 in the Penza region and in the period from November 2020 to July 2021 was carried out. Center of Maxillofacial Surgery of the N. N. Burdenko State Medical University. Results and discussion. Having analyzed the existing shortcomings and problems, established connections, the growth of patients in need of treatment by a maxillofacial surgeon contributed to the opening of the Maxillofacial Surgery Center in the N. N. Burdenko State Medical University, which included 10 specialized children's beds; 2 ultra-short stay beds; an outpatient office; a rehabilitation room; material and technical equipment, tools, medicines for children; maxillofacial surgeon, pediatrician, pediatric dentist, general dentist, clinical nurses, speech therapist. Conclusion. The opening of the Maxillofacial Surgery Center in the Penza region has shown high efficiency. The economic effect in obtaining specialized treatment due to the work of an outpatient office and a rehabilitation office based on a patient-oriented model is noted. In order to achieve maximum efficiency and fully meet the need for providing medical care to the children's population of the Penza region in the profile "maxillofacial surgery", it is necessary to open a department of pediatric maxillofacial surgery due to the projected workload of open beds.

Army Nurse Corps Coronavirus Disease (COVID-19) Lessons Learned

ABSTRACT A new strain of coronavirus (COVID-19) emerged in 2020 changing the way the nation looked, worked and lived. In response to this unprecedented COVID-19 pandemic, the Army Nurse Corps (ANC) reexamined our capabies and agility to respond to a new and rapidly evolving environment. Maintaining the pivot to readiness, providing sustainable support and protecting our most valuable asset-our people-were and continues to be in the forefront of leaders’ thoughts as we faced this invisible adversary. With every new challenge, lessons learned provide an opportunity to re-examine challenges and successes of the response to COVID-19. Organizational restructuring, balancing risks, expanding capabilities and educational platforms were reassessed and adjusted to fill the needs of the environment as they evolved. The year 2020 will stand throughout history as another example where our readiness, resilience, and flexibility as an Army Nurse Corps was tried and tested. We demonstrated our ability to adapt and overcome-displaying our willingness to stand up as part of the Army Medicine Team and face an unknown adversary to protect the nation we vowed to serve.

(mis)Management of multiple tensions and coexisting conflicting dualities during restructuring: a paradox theory perspective from an emerging economy

PurposeOrganizational scholars are intrigued about stakeholders who propose multiple and conflicting ideas about what is good for their organization. Such contradictions are called paradoxical tensions. Although researchers have singled these out for analysis, focusing only on individual tensions prevents scrutiny of multiple paradoxical tensions that simultaneously emerge and how effectively organizations can manage them. In complex environments – especially during an organizational restructuring – multiple and interrelated tensions occur. Therefore, the objective in this paper is to investigate how organizations create multiple paradoxical tensions and how the combined effect of such tensions can constrain organizations during restructuring. The authors thus aim to help managers think reflectively and to plan interventions to deal with issues arising from restructuring through the lens of paradox theory.Design/methodology/approachThe authors adopted purposive sampling for an archival research-based case study of a major restructuring of a leading IT firm in India in the decade 2009–2019. This study focused on the types of paradoxes created and the response of the organization to these during the restructure. The authors identified key events using public documents and news reports from that decade. They drew on two sources of data: mainstream media coverage and third-party documents about the company. The latter included monographs and academic publications written by critics, business historians and design and management scholars.FindingsThe findings address the gaps in the literature about how reorganizing during a restructure shapes the contradictions that lead to tensions and coexisting conflicting dualities, creating paradoxes. This study provides the reader with deeper insights into belonging, organizing, learning and performing tensions – core to paradox theory – along with their short- and long-term implications for organizational restructuring. The study demonstrates organizational responses to paradox and its practical implications for managers. The paradoxical nature of cultural–structural tensions in Indian organizations continues to be researched but, by focusing on paradox theory, the authors have opened doors for future research.Originality/valueAlthough there is no dispute that effective management of tensions can facilitate organizational performance, contradictory demands that lead to tensions have only intensified as organizational environments become more global, dynamic and competitive. Paradox theory is thus valuable for understanding tensions between equally valid principles, inferences and insights. Although this paper is based on a case study, the framework proposed here can form the basis for theoretical generalizability within certain limitations. Because organizations face similar paradoxical situations under competing demands during restructuring and because paradoxes are becoming increasingly prevalent in organizations, the authors expect their propositions to apply in other cases of restructuring. However, the authors would like to caution that the model developed here should be tested and refined in other contexts to more fully establish its validity and generalizability.

Pengaruh Pelatihan Dan Disiplin Kerja Terhadap Kinerja Prajurit Satuan Kapal Eskorta Koarmada II

Escort ship is a warship designed for the duties of guarding and protecting a main body or not of high value when a formation is carrying out sea crossing tasks. The Escort ship is also the main element of the convoy's protection. The crew member factor is a determinant of the ability level of the Escort Ship Unit and the readiness of other equipment. As the main factor, human resource must have high quality, readiness and discipline. Each individual and group must be skilled and work, and have good discipline. The existence of discipline and individual performance of the Escort Ship Unit and related to the terrain in the ship's environment and at sea, with the terrain situation being subject to change at any time, the Indonesian Navy carries out various organizational restructuring efforts which are expected to also contribute to the quality of its personnel. One of them is through training for mature provisions in the given field. The purpose of this study was to test and analyze the effect of training and discipline simultaneously on the performance of the 2nd Fleet Command Escort Ship Unit soldiers, to test and analyze the effect of training partially on the performance of the 2nd Fleet Command Escort Ship Unit soldiers, to test and analyze the effect of discipline partially on the performance of the Satkor Koarmada II soldiers. This research approach uses quantitative methods, namely methods that use the number of samples and numerical data. The results showed that the Training and discipline simultaneously and partial have a significant effect on the performance of the 2nd Fleet Command Escort Ship Unit Soldiers. From the results of this study, it can be said that training and discipline can improve the performance of the 2nd Fleet Command Escort Ship Unit in carrying out training.

Organization Redesign

Organizational restructuring, or, more fully, organizational redesign, is a commonly proposed solution for major organizational problems. It should only be considered after a thorough analysis of existing conditions and desired outcomes. If, in fact, redesign is an appropriate change technology, it should be approached thoughtfully and comprehensively, with attention to both structure and organizational processes. There are criteria for a good design of an organization and process criteria for a redesign process that could be followed in any redesign effort. This should be a broad, participative process for engaging many of the staff affected through structures such as a steering committee and design teams. Business process reengineering is a redesign strategy that has a very mixed, and probably overall negative, reputation. While some of its techniques can be used positively and ethically, applications of business process reengineering principles should be considered very thoughtfully. Ethical considerations are important when staff layoffs are considered.

Work of modern ophthalmosurgical hospital in context of pandemic of the new coronavirus infection COVID-19

The article evaluates the effectiveness of changes in the organizational work of the diagnostics department of the Khabarovsk branch of the S. Fyodorov Eye Microsurgery Federal State Institution (Branch) in the context of a pandemic of the new coronavirus infection COVID-19. The data on the organizational restructuring of the activities of the diagnostic department of the Branch are presented. It was due to strict requirements for compliance with anti-epidemic measures in the context of the pandemic of the new coronavirus infection COVID-19. Thanks to this, it was possible to maintain the annual volume of providing ophthalmic surgical care to residents of the Far Eastern region of the Russian Federation. Its decline was only 17.4%. Key words: pandemic of the new coronavirus infection COVID-19, ophthalmosurgical clinic, reorganization of work, volumes of planned surgery.

Analisis Pengaruh Penataan Organisasi LIPI Terhadap Kinerja ASN Pendukung IPTEK Di Lingkungan LIPI

The Indonesian Institute of Sciences has carried out a comprehensive organizational restructuring (reorganization) in all lines. It has simplified the bureaucracy by minimazing organization structure, and optimizing organization functions. This reorganization was set in LIPI Regulation No.1 of 2019 concerning the Organization and Work Procedure of the Indonesian Institute of Sciences (SOTK-LIPI), which has made fundamental changes to the overall service business process at LIPI, and has affected on science and technology supporting employees. This organizational arrangement aims to create competency-based research and service governance. The reorganization policy at LIPI is the basis for redistribution of science and technology supporting employees. This has changed the mobility of supporting employees, from stagnant and limited environment to dynamic and focused on service functions according to their specializations and functional positions. This research is focused on examining the effect of organizational restructuring on the performance improvement of science and technology supporting employees of LIPI, after LIPI Regulation concerning the Organization and Work Procedure is published. The research method used is explanatory survey. The data analysis technique used to test the model is multiple linear regression. The respondents who became the unit of analysis were as many as 200 respondents of science and technology supporting employees at LIPI. The results of this study indicate that the performance of supporting employees is simultaneously influenced by organizational rearrangement which includes reorganization of structure, technology, physical settings, and people.