scholarly journals METHODS FOR DEFINING THE ORGANIZATIONAL STRUCTURE FOR AN IT STARTUP

2021 ◽  
Vol 9 (9) ◽  
pp. 276-279
Author(s):  
D. M. Plotnikov
Keyword(s):  
Organizational Structure ◽  
Organizational Structures ◽  
Innovative Products ◽  
Large Corporations

The article reveals a mechanism for determining the most suitable organizational structure for a startup. An analysis of the organizational structures of already operating startups, as well as a comparison with large corporations and their style of work has been carried out. As a result, an organizational structure will be chosen that is most suitable for companies creating innovative products.

METHODOLOGY FOR CHOOSING THE ORGANIZATIONAL STRUCTURE OF ENTERPRISE MANAGEMENT

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.

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

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.

scholarly journals Multinational Banks and Supranational Supervision

2018 ◽  
Vol 32 (8) ◽  
pp. 2997-3035 ◽  
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.

scholarly journals SELECTED INNOVATION TOOLS IN DESIGNING PROCESS MANAGEMENT

2021 ◽  
Vol 26 (4) ◽  
pp. 61-68
Author(s):  
Tomáš Novotný ◽  
Simona Novotná
Keyword(s):  
Organizational Structure ◽  
Environmental Conditions ◽  
System Integration ◽  
Process Management ◽  
Cluster Structure ◽  
Organizational Structures ◽  
Industrial Clusters ◽  
Management Process ◽  
Current Position ◽  
Agile Project 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.

Understanding Outsourcing of Web-Based Applications in Organizations

2011 ◽  
pp. 171-187
Author(s):  
Teuta Cata
Keyword(s):  
Organizational Structure ◽  
Web Site ◽  
Insurance Industry ◽  
Organizational Structures ◽  
Insurance Companies ◽  
Organizational Size ◽  
Online Activity ◽  
Web Based ◽  
Development Approach ◽  
The Relationship

This article has investigated the insurance industry and provided insights into the relationships of organizational size and age with outsourcing and organizational structure. Also, this study investigated the relationship between Web site age, outsourcing, and organizational structure. The main findings are that firm size and maturity is related to the decision of Web-based development approach and the best organizational structure to support online activity. The insights obtained by a new variable: Web site age suggests that insurance companies are trying to develop their Web-based activities within their existing organizational structures, rather than creating new e-commerce divisions.

Substitutes or complements? Individual-focused and group-focused transformational leadership in different organizational structures in new firms

2017 ◽  
Vol 38 (5) ◽  
pp. 699-718 ◽  
Author(s):  
Xiumei Zhu ◽  
Mingxu Bao
Keyword(s):  
Transformational Leadership ◽  
Organizational Structure ◽  
Design Methodology ◽  
Organizational Structures ◽  
New Firms ◽  
Comprehensive Understanding ◽  
Content Type ◽  
Significant Performance ◽  
Established Firms ◽  
The Relationship

Purpose The significant performance implications of individual-focused and group-focused transformational leadership have been documented for established firms, but the issue of whether they are complementary or substitutive still remains a puzzle, and whether their relationship differs in new firms remains unanswered. The purpose of this paper is to investigate the relationship between individual-focused and group-focused transformational leadership in different organizational structures in new firms. Design/methodology/approach The study draws on survey data of 209 questionnaires from 63 teams in 63 new firms in China. Findings The results suggest that individual-focused and group-focused transformational leadership are substitutive when the organizational structure is mechanistic, and are complementary when the structure is organic. Originality/value The study contributes to the debate on the relationship between individual-focused and group-focused transformational leadership by comparing organizational structure characteristics and offering a comprehensive understanding of the issue.

scholarly journals PROACTIVE DEVELOPMENT OF ORGANIZATIONAL STRUCTURE OF TERRITORIAL DEVELOPMENT PROJECT WITH USING BI-ADAPTIVITY

2018 ◽  
Vol 6 ◽  
pp. 21-28
Author(s):  
Alexander Timinsky ◽  
Illia Marushchak
Keyword(s):  
Organizational Structure ◽  
Adaptive System ◽  
Organizational Structures ◽  
Program Management ◽  
Development Project ◽  
Development Projects ◽  
Territorial Development ◽  
Literary Sources ◽  
Scientific Task

The article presents the scientific task of developing models and methods of proactive development of the organizational structure of territorial development projects using bi-adaptivity. Literary sources are analyzed. There are two types of organizational structures – the organizational structure of the territorial development project and the organizational structure of the territorial network, created in the project. The similarity of such structures is noted. The aspects of the organizational structure, for which it is necessary to develop models of proactive development, are selected and analyzed. This is the entrepreneurial form of the territorial network, the type of organizational structure and the system of communications of the organizational structure of the territorial network with the organizational structure of the parent enterprise. The concept of the gradient of the territorial development of the industries has been introduced, its definition has been given. The method of proactive development of the organizational structure in the project of territorial development is proposed. The content of the method of configuring the bi-adaptive system for the appearance of new types of projects is determined. The indicated results extend the scientific tools of project and program management.

scholarly journals Research of organizational structure of retail business and educational institution by methods of statistical analysis

2019 ◽  
Vol 16 (1) ◽  
pp. 11-21
Author(s):  
Aleksandr L. Bobkov ◽  
Igor V. Denisov ◽  
Oksana V. Kuchmaeva
Keyword(s):  
Cluster Analysis ◽  
Czech Republic ◽  
Organizational Structure ◽  
Educational Institution ◽  
Organizational Structures ◽  
Retail Trade ◽  
Educational Services ◽  
Key Factors ◽  
Retail Business ◽  
Theoretical Evolution

The purpose of the study.The purpose of the research is to define a previously developed theoretical evolution model of an organizational structure, that is based on the hypothesis that the two types of organizational structures, consecutive and parallel, succeed each other, undergoing quality changes with the growth and development of organisations, though pertaining properties which determine the structure characteristics and provide a sufficient growth of organizations’ efficiency. Following the results of the authors’ previous research, it was hypothesized that the growth of an organization during a transition from one to the other type of organization structure follows either intensive or extensive pattern and is defined by the type of the transformation.Materials and methods.The study analyzed the retail trade sector, with isolated branches that distinguish this type of organizational structures, and educational institutions. The authors believe that organizations of similar types possess similar (consecutive and parallel) organizational structures. Groups of similar objects were identified by the cluster analysis used for grouping basic data. Following this, the results of cluster analysis were defined and key factors for patterns of organizational development were selected by the principal component analysis. Also, the Objectives Tree method was applied to gauge the effect of the types of educational services on the performance of private educational organizations and their structure. The research analyzed the data obtained from the database of commercial organizations of Czech Republic.Results.In general, the proposed model of the evolution of an organizational structure in retail business was redefined, and the outcomes of the conducted analysis allow defining the following:– when transitioning from the parallel to the consecutive organizational structure, the growth can be described as intensive, and while the consecutive model transitions to the parallel organizational structure the growth follows the extensive pattern;– development of retail business is defined by the three key factors: size of an organization, its performance efficiency and lifetime. The cluster analysis of educational organisations revealed seven clusters. After analysis of average values of variables, these clusters can be grouped in five. These outcomes led to the additional research with Objectives Tree, which showed that both small and large educational organisations employ their certain typical features of educational services. A similar pattern describes certain types of educational services in the organisations of different lifetime.Conclusion.The outcomes of the cluster analysis of commercial organisations of two sectors of Czech Republic and their further analysis confirmed the suggested hypothesis and matched corresponding theoretical evolution models of organizational structures, the results also showed intensive growth when transitioning from the parallel to the consecutive organizational structure and extensive growth when the transition changes from the consecutive to the parallel organizational structure. The alternating patterns of consecutive and parallel structures, as well as suggested gauging of the transition effectiveness will allow owners and management staff to efficiently maintain sustainable development of commercial organisations.

scholarly journals Faculty management after higher education reforms – exploring the organizational structure of faculties considering their context factors

2020 ◽  
Author(s):  
Ilse Hagerer
Keyword(s):  
Organizational Structure ◽  
Organizational Structures ◽  
Comprehensive University ◽  
Systematic Analysis ◽  
Higher Education Reforms ◽  
Context Factors ◽  
Management Positions ◽  
Technical University ◽  
The University ◽  
Faculty Management

With the implementation of the new steering model (NSM), universities should align themselves more closely with management principles. Especially, the heads of faculties must cope with higher demands of management tasks. As a result, more management positions are established and organizational structures are changed. To shed light on how structures change, we investigate the faculties of one comprehensive and one technical university within Germany – which are similar in many factors – using the contingency approach. Information about context factors and the number and type of established positions is gained from a systematic analysis of their homepages. Dimensions of the organizational structure are used to interpret the results. Our comparison shows that the technical university, which has established itself as an entrepreneurial university, orients its organizational structure more towards the NSM than the comprehensive university, which is reflected by more support positions in faculty management. Thus, the profile and type of the university seem to be crucial context factors, while our study revealed that the number of students of the faculties and the number or type of degree programs are less crucial context factors.

scholarly journals Consistency concept in different organizational structures: functional, process and hybrid

2020 ◽  
Vol 197 (3) ◽  
pp. 677-687
Author(s):  
Michał Flieger
Keyword(s):  
Organizational Structure ◽  
Holistic Approach ◽  
Organizational Structures ◽  
Hybrid Structures ◽  
Main Subject ◽  
Consistency Problem ◽  
Functional Process

Consistency problem in management has been present for some time now. However, organizational consistency usually deals with specific elements that are a given part of an organization, and that need to suit each other. In this article, consistency is seen from a different perspective – as a holistic problem that embraces every aspect of organizations. Moreover, even in the holistic approach, the problem of consistency profile is essential. In every organizational structure, consistency must be achieved, but differently. Thus, the question of what kind of consistency is possible or necessary in terms of a kind of organizational structure arises. The article tries to answer this question. In functional structures, managers have a kind of freedom when they decide on what the consistency platforms should be like. When the organization operates in process or hybrid structures, there is no freedom, and only process profile of consistency platforms should be chosen. The main subject of the article is to drive our attention to consistency as a whole. The article also provides the distinction of the consistency approach according to organizational structure. The outcome may have a great application value for managers.

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