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1 – 10 of over 214000We all know that some organizations are more productive than others.We do not necessarily know why. The way in which the organization isstructured is the basic determinant – it…
Abstract
We all know that some organizations are more productive than others. We do not necessarily know why. The way in which the organization is structured is the basic determinant – it should offer a potential for high productivity which is realized in the way that work systems, processes and procedures are organized and the way in which the workforce is empowered and motivated. In this article I am assuming that an organization has undertaken a commitment to productivity improvement in its widest sense. This commitment (which unfortunately is all too rare), from the senior management team, has to be driven down into the organization through the organization structure and then implemented at all levels of the structure. So what kind of structure is best suited to delivering such productivity improvements? Before we examine the implications of specific structures we need to examine the concepts behind organizational structure and the reasons why changes may be necessary.
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M. Diane Burton, Lisa E. Cohen and Michael Lounsbury
In this paper, we call for renewed attention to the structure and structuring of work within and between organizations. We argue that a multi-level approach, with jobs as a core…
Abstract
In this paper, we call for renewed attention to the structure and structuring of work within and between organizations. We argue that a multi-level approach, with jobs as a core analytic construct, is a way to draw connections among economic sociology, organizational sociology, the sociology of work and occupations, labor studies and stratification and address the important problems of both increasing inequality and declining economic productivity.
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Seleshi Sisaye and Jacob G. Birnberg
The mechanistic-organic assumptions of SF address those organizational factors related to structural arrangements, contextual factors, job-task work activities, and human…
Abstract
The mechanistic-organic assumptions of SF address those organizational factors related to structural arrangements, contextual factors, job-task work activities, and human resources management policies. Organizations adopt structures and procedures in search of legitimacy and institutionalization (Riebero & Scapens, 2006, p. 96). Structures manifest themselves in centralized (mechanistic) and/or decentralized (organic) forms. These structures can be loose or tightly controlled; they can involve independent or interdependent tasks. These conditions have a direct impact on the operation of management information and control systems that will, in turn, impact organizational learning and process innovations, which, ultimately, affects organizational performance.
G. Tyge Payne, Justin L. Davis and John D. Blair
Many researchers and executives have viewed fit as a key to organizational survival and high performance (Summer et al., 1990). However, the type of fit and how it can be best…
Abstract
Many researchers and executives have viewed fit as a key to organizational survival and high performance (Summer et al., 1990). However, the type of fit and how it can be best achieved may often be in question (Venkataraman, 1989). The current study empirically examines both external and internal fit as predictors of firm performance where: (1) external fit is the alignment of, or congruence between, the organization's strategy and/or structure and the task environment, and (2) internal fit is the multidimensional matching of strategy with structure. The argument presented here is that both internal and external fit can, and do, occur simultaneously. Further, the presence of one type of fit may compensate for deficiencies in the other. Using fit in terms of both matching and moderation, hypotheses are tested to determine the nature of both internal and external fit of strategy and structure. Testing of the hypotheses is conducted using data from the medical group industry. Findings support the influence of individual strategy and structure variables on medical group performance. However, fit found between strategy and structure, be it as matching or moderation, shows little influence on performance. Implications for medical groups and the broader health care industry are discussed.
Kristin L. Cullen-Lester, Caitlin M. Porter, Hayley M. Trainer, Pol Solanelles and Dorothy R. Carter
The field of Human Resource Management (HRM) has long recognized the importance of interpersonal influence for employee and organizational effectiveness. HRM research and practice…
Abstract
The field of Human Resource Management (HRM) has long recognized the importance of interpersonal influence for employee and organizational effectiveness. HRM research and practice have focused primarily on individuals’ characteristics and behaviors as a means to understand “who” is influential in organizations, with substantially less attention paid to social networks. To reinvigorate a focus on network structures to explain interpersonal influence, the authors present a comprehensive account of how network structures enable and constrain influence within organizations. The authors begin by describing how power and status, two key determinants of individual influence in organizations, operate through different mechanisms, and delineate a range of network positions that yield power, reflect status, and/or capture realized influence. Then, the authors extend initial structural views of influence beyond the positions of individuals to consider how network structures within and between groups – capturing group social capital and/or shared leadership – enable and constrain groups’ ability to influence group members, other groups, and the broader organizational system. The authors also discuss how HRM may leverage these insights to facilitate interpersonal influence in ways that support individual, group, and organizational effectiveness.
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The purpose of this paper is to investigate structural patterns across industries in India. Organizational design is posited as a form of competitive advantage, which also helps…
Abstract
Purpose
The purpose of this paper is to investigate structural patterns across industries in India. Organizational design is posited as a form of competitive advantage, which also helps Indian organizations build excellence.
Design/methodology/approach
The study used a questionnaire to investigate the structural patterns of organization in 32 enterprises in India. The sample consisted of 1,532 participants across six industries. The data were analyzed using SPSS v.15.0.
Findings
The findings suggest that the outward picture of structural patterns remains the same across industries but significant difference emerge in the inner core of the structural architecture of Indian organizations. For example, the inner core of the banking industry was found to be different from the other five industries studied.
Practical implications
The findings suggest that the links between organizational structure and national culture should be harmonious. Simultaneously, the structure of the organizations should be aligned with both the task and general environment of the business.
Originality/value
There is a scarcity of research into this domain of knowledge in India and the paper provides additional insights into the organizational structures of Indian enterprises across the major industrial sectors.
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The Nature of Business Policy Business policy — or general management — is concerned with the following six major functions:
The concept of organizational learning has taken its prominence in the past several decades as a way to achieve competitive advantage. Companies are urged to become “learning…
Abstract
The concept of organizational learning has taken its prominence in the past several decades as a way to achieve competitive advantage. Companies are urged to become “learning organizations” to develop their learning capability for survival and maintaining competitiveness. However, very few studies have addressed the issue of how organizational structure may contribute to organizational learning. This article attempts to bridge the gap in literatures by engaging in a theoretical debate to generate a synthesis of these two concepts.
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Argues that efforts to adapt to increased volatility and uncertainty are still plagued by the traditional wisdom and domination of command‐and‐control hierarchies. In highlighting…
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Argues that efforts to adapt to increased volatility and uncertainty are still plagued by the traditional wisdom and domination of command‐and‐control hierarchies. In highlighting over two decades of intimation for appropriate organizational structural fit, identifies recurring barriers to change. In an effort to achieve organizational adaptability and improve change initiative success, proposes the creation of pockets of excellence. These self‐organizing team structures are positioned as a resource to developing internal efficiencies and business opportunities as a means to enhance productivity and provide a measure of sustainable competitive advantage. The proposed team structure is informed by the developing field of complexity theory and evaluated through focus group discussions.
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Kaija Marjukka Collin, Sara Keronen, Soila Lemmetty, Tommi Auvinen and Elina Riivari
The purpose of this study is to identify the challenges of low hierarchy and self-organised structures for employees’ learning and competency development at work. In the past…
Abstract
Purpose
The purpose of this study is to identify the challenges of low hierarchy and self-organised structures for employees’ learning and competency development at work. In the past decade, interest in employees’ and organisations’ self-directedness has increased. Self-organised structures are perceived as better able to answer to the quickly changing requirements of clients and business environments. Within these structures, employees are expected to take on more responsibility and maintain more control over their workplace learning, which means they must be self-directed and autonomous. An important question for this approach is how can workplace learning and employee competence development be enhanced.
Design/methodology/approach
Two self-organised Finnish information and communication technology-companies participated in the study. With the help of data-driven content analysis, 36 interviews were analysed.
Findings
Unclear roles, structures and areas of responsibility caused challenges during the guidance and support of learning, for long-term and sustainable professional development possibilities and in organising and prioritizing work tasks related to learning.
Practical implications
In self-organised structures, there should be a means of the better supporting individual- and team-based learning. This will allow learning to have as much value as possible in the future and, therefore, be more sustainable. The findings are also important to be taken into account in managers’ and HR professionals’ education and training.
Originality/value
The findings of this study can offer insights into employees’ well-being emerging from the possibility to learn and be supported in that learning especially in self-organised structures, which so far has been scarcely studied.
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