...Network organization structures are businesses contracted to perform multi-tasked outsourcing functionalities for other companies. Whatever the client company specializes in, the network structure will perform all the other supply chain activities. The object is the minimize boundaries within the supply chain (Nelson, D. L., & Quick, J. C. 2006). Network organizations adapt to unstable conditions, when problems and requirements for action arise which cannot be broken down and distributed among specialists' roles within a hierarchy. ... Jobs lose much of their formal definition ... Interaction runs laterally as much as vertically. Communication between people of different ranks tends to resemble lateral consultation rather than vertical command (http://ccs.mit.edu/papers/CCSWP192/ccswp192.html#2). In the recent years, innovative organizational structures explored where the boundary within the organization is more flexible and more permeable allowing a faster knowledge transfer. Other types of structures have been “Modular organizations” and “Virtual Organizations”, these organizational ideas revolve around knowledge sharing for better operational decision-making. Modular, Virtual, and Boundary less organizational structures are optimized for faster information creation and sharing. In today’s information driven world, it makes sense to have an organizational structure to exploit faster movement of information (http://www.geocities.com/akottolli/Business_Organization_and_Structure...
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...In this study the multi-dimensional processes of organizational learning and change towards sustainability, the Global Organization Learning and Development Network (GOLDEN) research program will focus on the key functional aspects that characterize the activities of the firm, both line functions and staff functions, thus moving beyond the specialized functions often created to deal with sustainability and Corporate Social Responsibility (CSR) issues. One of the key conceptual contributions of the proposed program, therefore, consists of the development and testing of new theory and managerial wisdom about the development of new types of dynamic capabilities aimed at the adaptation of strategies, processes and culture to meet sustainability requirements. The key departure from the standard way of analyzing stakeholder engagement in prior research consists in viewing the role of stakeholders as primary facilitators of internal change processes aimed at sustainability, rather than solely as counterparts of externally oriented social development initiatives. At the finer level of detail, GOLDEN intent to tackle the problem of identifying the most effective ways to enact specific change initiatives, given contextual, organizational and individual/group level conditions The case conversation in this issue consists of eight cases that there are some different approaches to sustainability integrity. Ma’ria and Devuyst examine the challenges of prioritizing stakeholder interests in...
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...Question : Illustrate the significance and relevance of communication networks in your organization By Sylvia Zvavamwe Communication maintains and sustains relationships in an organization regardless of the type of the organization. How people in an organization communicate with each other determines or shows how satisfied they are with each other’s work. An organizational communication address how information circulates among employees and this circulation of information occurs through formal and informal communication networks. According to Fielding (1993), networks are “the interconnecting lines of communication used to pass information from one person or one section to another”. Networks ensure that information in an organization does not flow randomly, but, follow set up channels. Formal communication network include vertical, lateral and diagonal communication whereas, informal communication includes grapevine and bypassing networks. This essay is going to illustrate the significance and relevance of these formal and informal communication networks at the University of Zimbabwe. Formal communication network is whereby communication follows the hierarchical structure of the organization or the chain of command (Richmond 2005). According to Evans (1984) formal communication is applied to those communications which are routed through what have been called ‘official channels’. These definitions imply that formal communication is observed through formal...
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...Organisation at E-Clerx | 10 | 10 | Preparing for the Future | 12 | HRM IN VIRTUAL ORGANISATIONS INTRODUCTION: Virtual organization practically means a workplace or an organizational setup where the concerned authorities and staffs are connected via computers. The term actually stresses on the remote set-up and the virtual workers may work from the home, hotels, any other remote place, which may be in some sense their workplace or where their work takes them to. Virtual organization is a new form of organization that emerged in 1990. It is also known as network organization, modular organization or digital organization. Simply stated, a virtual organization is a network of corporations made possible by what is known as Information and Communication Technology (ICT) which is flexible and is created to meet the dynamics of the market. In other words, the virtual organization is a social network in which all the horizontal and vertical boundaries are removed. In this sense, virtual organization is a boundary less organization. It consists of individuals working out of physically dispersed work places, or even individuals working out of mobile devices and not tied to any particular workplace. In the virtual organization, ICT coordinates the activities and combines the skills of workers and resources in order to achieve the common goal. The network of...
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...Section 1 Organizational Culture: set of artifacts, values and assumption that emerge from the interaction of organizational members Open social system operating a dynamic environment. CRITERIA to identify something as culture: 1. Deeply felt or held 2. Commonly intelligible 1. Accessible to a cultural group Organization = Ordered and purposeful interaction among people. Purposeful, because its members produce (supero-rdinative) goal-directed activities. Organizational communication is a continuous process through which organizational members create, maintain and change the organization. (it includes business communication) N.B. All organizational members take place in it; messages are produced to create a shared meaning of messages, but it is not always achieved. Those messages vary in form according to various factors (power distances, roles, goal, method, non-verbal), and to be fully understood have to be considered in their contexts Culture: "the collective programming if the mind that DISTINGUISHES the members of one group tor category of people from another" (Hofstede 2001) Is both a process and a product; is confining (imitates groups) and facilitating (gives us a way to better understand what is happening) Cultural Symbol = physical indicators of organizational life (Rafaeli & Worline 2000) ARTIFACTS: visible/tangible, are also part of them norms, standards, customs and social convention. Norms: pattern of behaviors or communication...
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...Ruben Quinones IT245 - Introduction to Network Management Colorado Technical University Online Professor: Dr. Shawn P. Murray Phase 1 Individual Project Due January 13, 2013 Table of Contents Section 1: Target Organization - Identifying the Network 3 Section 2: Diagramming the Network - Network Architecture 4 Section 3: Network Models 5 Section 4: Network Protocols and Agents 6 Section 5: Network Security 7 Section 6: Network Management 8 References 9 Section 1: Target Organization - Identifying the Network * My organization is located in Pompano Beach, FL with a secondary warehouse location at Sunrise, FL. The company employs around 1,400 to 1,500 employees which 300-400 are computer and mobile device network user. * All of our users must use password protected sign on to access the network which gives access to our main software systems. * The company uses to Dell servers, one for back up and one for daily accessing. * The IT department consists of 5 employees; * IT manager – Supervises all IT technicians and Help desk operators. * Network I technician – overviews and maintains network protocols, ensures regular server maintenance is executed. * Network II Technician – gives back up to Network I and provides different analytical services to users. * Help desk technicians I and II – Executes more regular tasks, such as user maintenance, printer set up, workstation access and set up, and mobile devices...
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...staffing into talent management is happening among leading organizations. Like many evolutionary changes, this one got off to a slow start, but it is picking up momentum exponentially. Driving this transformation is the realization by senior leadership that talent — as much as, if not more than, technology — is the driver capable of increasing or limiting the capability or capacity of the organization. Supported by the select few human resource professionals who "get it" and a host of talent imported from other functions, these organizations are going where none have gone before, establishing new practices that demonstrate talent management is as much a science as any other management discipline. Capability and Capacity Planning At the core of this transformation is the application of a science known as capability and capacity planning (CCP), long used in other areas of the business, to the macro-level talent pool that makes up the organization. Capability and capacity planning from the talent management perspective is all about balancing the "load" of labor needed by an organization to meet or exceed its strategic objectives with the optimal mix of "resources" capable of doing so. CCP is in use throughout most organizations and can be easily identified in the IT function, where CCP looks at the demand for network bandwidth that will be placed on the network infrastructure (often referred to as network load) and the mix of hardware components that have the capability...
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...ACO 1 Accountable Care Organization Need for setting up a network infrastructure at SPA ACO During the transformation phase of the rehab to SPA ACO, activities of a pharmacy and a physician group can also be integrated through use of IT systems. Networks can be used by enterprises to enhance operational effectiveness, enhance organizational agility, and increase ability of the management to control operations across the organization (At & T, 2007). While changing the process system at the rehab to accommodate IT changes in the way computers are connected has to be done. By using Electronic Health Records information can be shared amongst identified parties. To ensure information is transferred effectively amongst physician groups, and pharmacies, networks have to be established amongst the rehab, and identified organizations. Information systems needed in an ACO At present Accountable Care Organization (ACO) are being advised to make use of advancements offered by Information Technology. Information systems that are most required by health organizations are data management systems, systems to maintain electronic health records, and personal health record exchanges. By automating the process of documenting and managing vast array of information about patients, coordination of activities at the hospital can be achieved, and the hospital can be accountable for the overall care provided within its premises (Glaser & Salzberg, 2010). Information systems are ...
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... Designing organizational structure involves the process of organizing (the second management function) and plays an important role in the success of a company. 2. DEFINING ORGANIZATIONAL STRUCTURE Managers need to establish structural designs that will best support and allow employees to do their work effectively and efficiently. A. Several important terms must be defined in order to understand the elements of organizational structure and design: 1. Organizing is arranging and structuring work to accomplish the organization’s goals. This process has several purposes, as shown in Exhibit 10-1 and PowerPoint slide 10-6. 2. Organizational structure is the formal arrangement of jobs within an organization. 3. Organizational design is developing or changing an organization’s structure. This process involves decisions about six key elements: work specialization, departmentalization, chain of command, span of control, centralization/ decentralization, and formalization. Chapter Ten examines each of these structural elements. B. Work specialization is dividing work activities into separate job tasks. Most of today’s managers regard work specialization as an important organizing mechanism, but not as a source of ever-increasing productivity. C. When work tasks have been defined, they must be arranged in order to accomplish organizational goals. This process, known as departmentalization, is the basis by which jobs...
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...control human behavior in the workplace. The scope of the study of OB encompasses how people behave as individuals, within groups, and within the organizational structure. In addition, according to Robbins and Judge (2009), OB applies the knowledge gained about individuals, groups, and the effect of structure on behavior in order to make organizations work more effectively. Years ago the success on an organization was distinguished by how technologically inclined its managerial staff were. The more technically degreed leaders there were making the decisions, the more credence there was given to the organizations success. This early approach supported a larger degree of management-coordinated functions in which strict standards, work assignments, and technical specialization ruled through stringent chains of command and strict centralized decision-making processes. Never mind the individuals’ ability to use good old-fashioned people skills to drive performance, if revenue was in excess of debt, all was well. However, was all really well is the question. As time evolved, so did the thought process toward managing the organization. The new school of thought or in-the-know practice was human relations. According to eNotes (2001), “By and large this movement began with the famous Hawthorne studies at the Western Electric plant that demonstrated how physical and social processes could affect productivity and work behavior” (Organizational Behavior and Development,...
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...Business Communication in Government Organization Introduction Organizational communication is an area of study that examines the complex communicative behaviors which occur in organizational settings. Organizational communication occurs when a group of people working together and communicate to each other in order to achieve individual or collective goals. Communication is been considered a functional part of an organizational system and in interpersonal context. The purpose of organization communication ranges from completing a task or mission to creating and maintaining satisfying human relationships within the organization. The structure of an organization is determined in part by the network of channels or paths along which information must flow between members or sub-units within the organization. Communication networks in government organization In the past, the concern of management of large bureaucratic structure such as government organization, in which the major focus of the organizational communication literature, was formal and top-down communication. The government needs systems for controlling the flow of information in order to balance the structure. Today, informal communication in which is generally associated with interpersonal, horizontal communication is primarily seen as a potential contribution to effective organizational performance. On-going, dynamic, and non-formal, if not informal, communication has become more important to ensuring the...
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...approaches, human services rely on agencies that are most cost-efficient yet effective. Interoperability plays a major role in the future of human services. It is the “ability of two or more systems to exchange information and to use the information that has been exchanged” (Schoech, 2010). The three possible models for approaching interoperability in the human services are Loosely Linked Network Model, Network Model, and Top-Down Model. Human services emphasize in the importance of interoperability, as agencies collaborate with the same identified need to help others. Helping Hands Helping Hands Hawai’i manages numerous programs that benefit the people of Hawaii; this includes Behavioral Health Programs, Ready to Learn, Emergency Assistance Program and many more. Their mission is to support the community by improving the quality of people’s lives through the delivery of goods and services to those who are in need. For families and individuals, Helping Hands Hawaii is a new quality of life that overcomes the obstacles that block the way of meeting their full potential. This non-profit organization revenue from State agencies, grants from the local and national government and the Aloha United Ways. The annual donors that contribute to the agency helps the agency meet the growing needs of the local community of Hawaii (Helping Hands Hawaii, 2014). Model One: Loosely Linked...
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...Executive Summary CJA 384 January 29, 2012 Patrick Cote Models of Organized Crime Executive Summary Within the criminal justice field there are two different types of organizations and those organizations are bureaucratic and patron-client organizations. This paper will discuss the several assorted reasons why and how the bureaucratic and patron-client organizations are different. The patron-client organization chooses to break the law. On the other hand, the bureaucratic organizations are those that are there to enforce it. Although there are many differences between these two organizations, they also have commonalities. This paper will address so many more ways that make these two unique types of organizations different. A patron-client organization is an assembly of criminal patrons who swapped information and assembled a successful network between the main bosses and important political figures. The patron-client network is usually structured using a hierarchy system and consists of one main boss, an underboss, an advisor, captains, and members. The main boss hands down commands to the underboss. The underboss relates the information to captains, who also have lackeys to do the dirty work. All members of a patron-client organization must go through prior initiation. Moreover, patron-client organizations are similar to a very close family in the top tier. When it comes to the lower level, with the members, that tightness spreads out some. With this allowance of a somewhat...
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...strategy, and processes. Each individual organization needs to determine its own design based on its needs and mission. Every plan has its own advantages and disadvantages which are weighed carefully in making the corporate design decision. Importance of Organizational Design Choices In order for an organization to remain effective throughout changes and growth it must continuously evaluate the organizations design. “Organizational design involves difficult choices about how to control—that is, coordinate organizational tasks and motivate the people who perform them—to maximize an organization’s ability to create value” (Jones,2004, p. 4). Organizational design involves the process of aligning the organizational structure with its mission. Organizational design looks at the complex relationships between workflow, tasks, authority, and responsibility. Organizational design makes sure they all support the organizations objectives. Companies with good organizational design tend to have effective communication, increased productivity, and substantial innovation. Companies with poor organizational design tend to have performance and productivity issues. An organizations design depends a great deal on its organizational structure. Organizational Structures There are several types of organizational structure. According to (2011), organizational structure can be defined as “The framework within which an organization arranges its lines of authority and...
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...made me better at my job. Through networks I’ve built online, I’ve developed new relationships, learned new skills and built a group of people who are always available to provide feedback and resources. With a global economy and tough competition in every sector, corporations struggle to do more with less – and social networks are an opportunity to unlock learning at an infinite scale. When I work with businesses to assist them in developing learning and development programs, I am shocked to discover how many organizations are stuck in an old-fashioned mindset. They’re focused not on building networks to share information but instead are concerned about losing productivity and controlling the message when employees communicate with each other and the community. The world is changing. Both employees and customers prize instant and transparent communication – and they resist strict corporate control and boilerplate responses. They want better. Organizations who remain focused on control at any cost are losing the opportunity to learn and adapt to changing demand with social media tools. Here are five simple reasons organizations should unblock access to social networks and embrace social tools: 1.Save time. Posting a question on external networks like Twitter or Quora or on internal tools like learning management system (LMS) TOPYX, means employees aren’t just limited to who they can find down the hall – they have a limitless network of people who can help them access...
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