Organizational disintegration

Based on Edgar Schein’s Organizational culture and leadership theory, this quantitative cross-sectional study examined how leadership competencies mediate the relationship between organizational culture and structure. This study examined data from 355 managers in Ghanaian SMEs using structural equation modelling in AMOS version 23. Notably, organizational culture demonstrated a negative and significant effect on organizational structure, highlighting the influence of cultural norms and values on structural arrangements within SMEs. Additionally, the study revealed a positive and significant impact of organizational culture on leadership competencies, emphasizing the role of cultural factors in shaping leadership capabilities within these organizations. The findings indicated a positive and significant relationship between leadership competencies and organizational structure, suggesting that effective leadership skills contribute to the establishment of appropriate organizational structures. Furthermore, leadership competencies were identified as a partial mediator in organizational culture and structure, underscoring the relationship between cultural dynamics, leadership capabilities, and structural arrangements in SMEs. Managers in SMEs should prioritize fostering a positive organizational culture that supports the company’s strategic objectives. Investing in leadership development programs will empower leaders to navigate cultural dynamics effectively, driving positive change. Aligning leadership competencies with the organizational structure ensures agility, collaboration, and strategic decision-making, fostering growth and responsiveness.

(1996). The Organization of Global Service MNEs. International Studies of Management & Organization: Vol. 26, Global Strategic Alliances Among Service Organizations, pp. 6-23.

This study aims to investigate the interrelationship between the efficiency factors and the fire service organization’s level of operation through an empirical survey on the organization’s efficiency after nationalization. The results of this study showed that significant variables (p < .05) affecting the perception of efficiency for the fire service organization’s operation were organizational structure and function, organizational system, recruitment, promotion, professional education and research, job classification, operation law and system, personal work environment, and internal work environment factors. The regression analysis results showed that the most influential factors on the efficiency level were the central fire service organization and internal environment factors. Based on the analysis, the following improvement measures were derived. The improvement of structure and function of the central and local fire service organizations; the unification of the organization and command system of the fire service organizations; the improvement of the efficiency level of the fire service organization operation by Specialization Fire Officers; the law･system and environmental conditions.

Abstract Traditional explanations of planning assume a dichotomy between the public sector and the free market, associating planning with government intervention. The transaction cost theory of planning offers an alternative account of planning in both the public and private sectors. Extending economic transaction cost theory into the public and the interorganizational domains suggests that markets — both economic and political — do not need planning; planning is associated with nonmarket hierarchical forms of organization and organizational systems. Implications cover the scope and limits of planning, the link between planning and implementation, and relationships between planning and organizational structure.

Saat ini Bahasa seakan menjadi primadona dimata masyarakat, banyak generasi milenial yang tertarik mempelajari Bahasa Asing. Tujuan mereka ingin menguasai Bahasa tersebut ingin melanjutkan studi mereka di negara yang mereka tuju demi mewujudkan cita-cita. Mayantara School adalah lembaga pembelajaran Bahasa Asing yang kini menjadi sorotan masyarakat dikota Malang. Lembaga ini menawarkan banyak program Bahasa dengan system dan manajemennya yang tertata rapi. Penelitian ini membahas: 1) Manajemen pengorganisasian di lembaga kursus Mayantara School, 2) Pembagian Tugas Dalam Manajemen Pengorganisasian Lembaga Kursus Bahasa di Mayantara School. Penelitian ini menggunakan metode penelitian kualitatif bersifat deskriptif. Pengumpulan data dilakukan dengan teknik wawancara dan observasi serta dokumentasi. Pengumpulan data dilakukan dengan reduksi data, penyajian data penarikan kesimpulan/verifikasi. Penelitian menunjukkan bahwa: 1) Mayantara School memiliki system manajemen pengorganisasian yang baik karena memiliki struktur organisasi yang jelas. 2) Manajer memberikan pembagian tugas secara lisan dan tertulis kepada setiap anggota dan membuat bagan struktur organisasi untuk anggota sehingga membuat kedudukan antara bawahan dan atasan terlihat. Pimpinan bagian yang telah diberikan hak tertentu dapat mengetahui jumlah anggota yang jelas untuk membantu melaksanakan tugasnya, sehingga sistem pengorganisasiannya tertata rapi.
 Kata Kunci: Manajemen Pengorganisasian, Mayantara School.

Integrating Acquisition Strategy and PMO Capability: A Catalyst for Defense Systems Engineering Transformation

The multi-agent system has good architecture to support complex, autonomic software systems. When multi-agent system works with specific group of agents to achieve individual, aggregate and social goals, it can be viewed as organizational multi-agent system (OMAS). The organizational multi-agent system can be modeled and designed with Agent-Group-Role i.e. AGR model. The AGR model can create organizational structure and describe organizational dynamics. This model also allows remote communication, migration of agents for achieving goals. In this paper, the AGR model is applied to emergency departments of hospital. In this conceptual research, an emergency department is considered as organizational multi-agent system. All actors will be converted into agents and organizational structure can be created. It is proposed that self-management of emergency department of hospital based on AGR model will increase the efficiency of emergency department. Emergency department of healthcare is a complex department where actors of department have to deal with unidentified scenarios in faster way. This paper shows organizational representation of multi-agent system for self-management of emergency department of hospital.

The architecture of multi-agent system support complex, autonomic software systems. The organizational multi-agent system (OMAS) works with specific group of agents to achieve individual, aggregate and social goals. The organizational multi-agent system can be modeled and designed with Agent-Group-Role i.e. AGR model to create organizational structure and describe organizational dynamics. This model also allows remote communication, migration of agents for achieving goals. Woman Health Monitoring System (WHMS) is considered as organizational multi-agent system and represented by AGR model for woman of any age. The system consists of wearable devices connected with mobile apps linked with database and EHR database. All actors will be converted into agents and organizational structure can be created. Woman's health is very critical in India where expected mother may be traveling daily or stress level is very high in working women. Such monitoring system will help women to identify their sleep pattern, stress level, need of workout. It is proposed that self-management of WHMS based on AGR model will increase the atomicity of system for ovulation monitoring, fetus monitoring as well as hormonal imbalance monitoring.

This article aims to shed light on mechanisms to integrate a strategy on Corporate Sustainability in companies. The analysis is based on a holistic method derived from organisation theory, organisational behaviour theory and strategic management theory. The process of integration into the organisational system is explored by analysing the coalescence of organisational continuous improvement, structure and culture. The coherent use of integration mechanisms is defined as key for a successful CS integration. The LEAPFROCS method is presented to capture the success of integration mechanisms and their application. The method is tested using empirical data from 2 case studies. The results of the data analysis – the patterns – were validated in discussion with company representatives. The results show that the process of CS integration is company-specific, as is the selection of patterns to create a self-reflection of companies on CS integration catalysing future corporate strategies for improving CS integration into the specific company’s organisational systems.

The article examines the theoretical and practical aspects of building a corporate project management system for small business enterprises. It was revealed that today the project approach has proven itself as a successful methodology for business development and improvement. The work highlights the differences between the corporate project management system and project management. It is noted that the main goal of implementing a corporate project management system in small business organizations is to ensure the effectiveness of the preparation, implementation and completion of projects. In other words, achieving the stated goals and results of the projects within the limits and requirements regarding deadlines and budgets. The need to develop a corporate project management system in the organization, which is based on the level of its project activity, was revealed. The authors came to the conclusion that the implementation of project management of the organization's activities is necessary for the development and effective functioning of the organization. The process of developing and implementing a corporate project management system takes a lot of labor resources, as it requires increased attention. The general scheme of building a corporate project management system for business organizations is implemented through the following stages: team training, development of a regulatory and methodological base, automation, training. The main problems of small business entities regarding the implementation of a corporate project management system are: lack of knowledge of the top management in the field of project-oriented management; lack of financial resources; inefficient organizational management structure; inefficient use of software. It has been proven that the corporate project management system solves problems related to the ineffective use of financial, temporary, and human resources, helps to solve problems related to the content and scope of work, quality, procurement and supplies, risks, and communications. Adherence to the sequence of actions, the correct development of the project management methodology, the implementation of the project management information system, the training of personnel during the implementation of the corporate project management system - all these components are necessary elements for the formation of a new system that functions effectively.

The author’s interest in the impact of cultural and social norms on the conduct of the systems’ approach arises from his experience on being appointed as a Principal Systems Technologist in a British manufacturing enterprise with a global business. This was in 1970, at the very outset of the pioneering work of Jenkins and Checkland at Lancaster University. Great difficulty was experienced in making any use of the approach within the enterprise. in the author’s judgement, this was due to the highly traditional management style and organisational structure, and the intellectual ethos, Taylorism, that underlay it. To control information was to exercise power, with inescapable consequences for anyone trying to take a systems approach or to do systems engineering, which in turn, was poorly understood, being understood then, as Checkland (1979) indicates, in terms of hard systems engineering.

The study analyzes the content and structure of the organizational and economic support system. By defining the mechanism, method, and tool, and establishing the relationships between them, it was possible to construct a model of the organizational and economic support system and describe its structure, thereby identifying the key challenges in the innovation activities of companies. Among the factors exerting pressure on the innovation mechanism of an industrial enterprise, special attention was paid to financing and the role of human resources, as they largely influence the effectiveness of innovation. The scientific novelty lies in the author's proposed structure for the organizational and economic support system for innovation, which integrates institutional, organizational, legal, economic, and managerial components within a single model. As a result, key internal and external factors determining the success of innovation were identified: financing, personnel qualifications, organizational structure, government support, market conditions, and scientific and technological progress. The need for an integrated approach to the formation of an effective organizational and economic mechanism in the context of digitalization and competition is substantiated.

Each organization, regardless on the type of activity that carries and the size that have, should have a separate organizational structure in order to function. To achieve the goals and objectives, works within the organization should be coordinated and managed. The success of any organization is associated with its leadership and its organizational structure is responsibility effective. Managers are people who organize and determine the ways of performing tasks in context the organization. They realize their mission by defining the display of organizational structure. Only organizational structure that is well defined is the guarantee for the realization of organizational goals. Enterprises that fail to build organizational structure, fail to efficiently distribute authority and responsibility among their employees and as a result fail to react quickly to changes in the surrounding environment. Therefore the study of the organizational structure has a current and practical value to the organization. Different definitions regarding the definition of the organizational structure are above all the time in which the enterprises operated and the conditions in which they function. The first historical beginnings of scientific interest in the structure of the organization begin with the members of the classical theory of organization, in which the subject of research was the formal aspect of the organization. These authors define the organizational structure of the enterprise as a static variable that changes very slowly. The main reason for such a definition, according to these authors comes due to the environmental characteristic. The environment according to them is characterized by stability. There have been no changes in the environment, but if they happen they are of poor intensity and the enterprise without any great effort can adapt to that environment. The main objective of this paper is to clarify the effect of organizational structure on the effectiveness of the organization's managers, respectively in the performance of businesses. Achieving this goal for the realization of the paper is done through the collection of primary data produced through a survey done, as the primary method of data collection. The objective of the questionnaire has been receiving information about the design of the organizational structure at the corporate level and at the business unit level and level of relational of structure with managerial success. The literature on organizational structure has widely studied how organizational structure influences the behavior of members of the organization. However, there is very little empirical data on the issues of organizational structure and its influence channels in the organization. There are two intuitive alternatives: on the one hand, the vertical chain of control gives the main differentiated effect. On the other hand, it is the degree of specialization of the members that matters most. The vertical zipper is linked and determines the level of 'bureaucracy' within the organization. A vertical structure creates a chain of command associated with the lower business units through a series of intermediate layers that takes care of executing HQ directives at a disaggregated level.

Traditionally, proponents of industrial developments emphasise the technical and economic factors associated with development and largely underestimate the importance of the social, cultural, economic and political dimensions, which are critical in all industrial developments. These socio-cultural factors include community value and belief systems and notably, also the techno-economic values and ideologies to which government agencies and industrial developers subscribe. This thesis argues that to assure local peace and a socially, culturally and environmentally sustainable development, different stakeholder values and ideologies must be aligned and industry/community interests balanced. These opposing value positions, however, are widely believed to be irreconcilable and that responsible industrial development cannot occur without a fundamental shift from the traditional resource management paradigm to its ecocentric alternative. In contrast, this thesis found that different stakeholder values and ideologies could be successfully aligned without a wholesale paradigm shift. This was made possible by merging social variables with the traditional resource management paradigm as well as with various organisational change theories. This thesis, therefore, advances a new synthesis that combines the social variable of project specific power sharing, the traditional resource management paradigm, and organisational change theory and in particular the punctuated equilibrium and deep structure paradigms. This synthesis is particularly useful to better understand how and why organisational structures and substructures respond to punctuated techno-economic equilibria, such as resource availability. This thesis analyses these discontinuous change processes of punctuated equilibrium by applying its paradigmatic synthesis to two large industrial developments. These development were chosen because the developer of the FEnza, Kleiner HASelboden, hence the project name FEKLHAS, in Switzerland and the operators of the East End Mine in Central Queensland faced the same problem of resource availability. In contrast to the organisational change literature, the deep structure and punctuated equilibrium paradigms this thesis found that incremental change does not necessarily occur when only the more marginal levels of deep structure are affected. Furthermore, revolutionary change does not necessarily occur when fundamental levels of deep structure reconfigure, supposedly changing with them all marginal levels embedded in the core levels. Consequently, this thesis argues fundamental external perturbations such as limitations in resource availability do not necessarily alter deep structure commitments at all organisational levels. Instead, a new phenomenon emerged from this study, which this thesis calls, project specific deep structure commitments. This thesis found that these case specific deep structure commitments are capable of isolating the marginal organisational level from the core. This may be tolerated by the core organisational level to avoid legal exposure, thereby assuring stability, while maintaining the earlier deep structure commitments at the margins. Revolutionary change or the reconfiguration of deep structure commitments at the core organisational level on the other hand, may exclude organisational substructures at the marginal level for the same reasons. Against this background this thesis argues that organisational deep structure forces associated with incremental change are more compatible with the punctuated equilibrium idea than previously considered.

communications systems theory may be a valuable tool for the description, prediction and control of organizations. An organization is conceptualized as an abstract system of inter-human communications; humans are the main organization 'communication units' which produce and receive communications (but humans are not part of the abstract system). Organization systems tend to grow in complexity, enabling a more complete modelling of their environment and a greater range of adaptive responses. Growth of organization systems is facilitated by appropriate structures, which can be seen as constraints on organisational communications. Organizations are prone to failure (when a system's communications do not continue) due to 'faulty communications' and 'errors' in communication. We analyse faults, errors and failures of organisations in systems theory context. Faulty communications do not fit the lexicon of the system's language and typically fail to lead to continuation of communications. For example, a sentence or text which makes no sense in organizational terms. Errors are communications which fit the system's language but which are in conflict with the environment, so that the system cannot respond adaptively to the stresses placed on it by the environment. For example, an organization may fail when a product is made but cannot be sold. Organizational failure may be made less likely by increasing the complexity of the organization through evolving appropriate internal structures. These could include 'management' subsystems (eg. accounts, sales, personnel) each with functionally specialized languages having precise meanings. Management subsystems may perform identity-checking of communications to minimize the damage from faulty communications, and selfmodelling of the organization and its environment to allow early detection and remediation of communication errors. We discuss how structures can reduce the effects of faults, errors and failures, if they increase the environmental fitness of the organisation, and how they increase their negative effects, if they fail to increase the environmental fitness of the organisation.communications systems theory may be a valuable tool for the description, prediction and control of organizations. An organization is conceptualized as an abstract system of inter-human communications; humans are the main organization 'communication units' which produce and receive communications (but humans are not part of the abstract system). Organization systems tend to grow in complexity, enabling a more complete modelling of their environment and a greater range of adaptive responses. Growth of organization systems is facilitated by appropriate structures, which can be seen as constraints on organisational communications. Organizations are prone to failure (when a system's communications do not continue) due to 'faulty communications' and 'errors' in communication. We analyse faults, errors and failures of organisations in systems theory context. Faulty communications do not fit the lexicon of the system's language and typically fail to lead to continuation of communications. For example, a sentence or text which makes no sense in organizational terms. Errors are communications which fit the system's language but which are in conflict with the environment, so that the system cannot respond adaptively to the stresses placed on it by the environment. For example, an organization may fail when a product is made but cannot be sold. Organizational failure may be made less likely by increasing the complexity of the organization through evolving appropriate internal structures. These could include 'management' subsystems (eg. accounts, sales, personnel) each with functionally specialized languages having precise meanings. Management subsystems may perform identity-checking of communications to minimize the damage from faulty communications, and selfmodelling of the organization and its environment to allow early detection and remediation of communication errors. We discuss how structures can reduce the effects of faults, errors and failures, if they increase the environmental fitness of the organisation, and how they increase their negative effects, if they fail to increase the environmental fitness of the organisation.