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Environmental Compliance and the Corporate Structure
Published in Frances Alston, Brian K. Perkins, Strategic Environmental Performance, 2020
Frances Alston, Brian K. Perkins
Organizational structure gives members a clear guideline on roles and responsibilities and how to proceed with getting work accomplished, and it can also serve as a means to bind members together as they work to accomplish a common goal. The CEO or the president has the responsibility to structure the organization so that it can handle all of the problems they will face and provides a support path to conduct business effectively and with the maximum level of productivity feasible. In structuring the organization, considerations must be given to the issues that the organization may face in the future and to a recognition that changes in one part of an organization will impact other areas of the organization. Positioning an organization for success requires continual effort in analyzing internal efficiency and external uncertainties that may be posed in the future (Cyert, 1994). There are four types of organization systems that are used fluently today: functional, divisional, matrix and flat systems. These systems are discussed in further detail in Sections 1.3.1–1.3.4.
Planning for a Project
Published in David Shirley, Project Management for Healthcare, 2020
There are several “new” ways of slicing up the “organizational pie.” One of these new structures is the “flat” structure. In a nutshell, a flat organization has no intervening organization structure between the worker level and upper-management level. Some organizations will designate “lead” workers on projects, but all workers are basically on a peer level. A slight modification to this structure may be that, instead of reporting to the CEO, for instance, there may be an executive council to which all other employees report. It can be an effective way for smaller healthcare facilities to organize. Most private, single physicians' offices are organized that way. In a dentist's office with one principal dentist, there is probably office help, dental hygienists, and dental assistants. All report to the dentist, and the dentist will make all the decisions. In some cases, the dentist may delegate some of the office projects, such as the purchase of new equipment, for example, but generally the dentist is the project manager. You can see that while this might work for a small office, no matter how much larger organizations would like to say they are flat, it is almost impossible not to have some management structure in place.
Getting the Right Organizational Structure and Working Environment to Balance Innovation and Efficiency
Published in Jose Arturo Garza-Reyes, Vikas Kumar, Juan Luis Martinez-Covarrubias, Ming K. Lim, Managing Innovation and Operations in the 21st Century, 2017
Jose Arturo Garza-Reyes, Vikas Kumar, Juan Luis Martinez-Covarrubias, Ming K. Lim
As we have now reviewed some most common organizational structures and their linkages with innovation and continuous improvement, we must now explore the importance of managing processes. In the earlier sections, we have identified functional structure as one of the common organizational structures in which a company is organized along functional areas such as sales, marketing, finance, production, and so on. However, the functional structure has been criticized by business excellence and quality specialists who argue that instead of a functional orientation to organizational management, that is, focusing on the activities and performance of functional areas, an organization should focus on managing and improving the end-to-end processes that satisfy their customers’ needs. A diagrammatic representation of the functional and process management orientation is shown in Figure 6.1.
Framework for a sustainable supply chain to overcome risks in transition to a circular economy through Industry 4.0
Published in Production Planning & Control, 2023
Yigit Kazancoglu, Yesim Deniz Ozkan-Ozen, Muhittin Sagnak, Ipek Kazancoglu, Manoj Dora
The first ranked proposed response is ‘Integrated business processes for cross-functional collaboration’. This result signals the need for a systems theory, highlighting the need to establish integration among all business functions, which is a precondition for efficient and effective transition to circularity, because of its importance in managing the flow of people, materials and information. Liu and Bai (2014) stated that the structure of the firm affects its behaviour in the transition to a CE. In addition, the hierarchical organisational structure prevents flexibility and innovation. Therefore, from a managerial perspective, the proposed structure is matrix organisational structure. The matrix organisational structure will enable integration and collaboration among the departments of the company. This structure will contribute not only to the internal management, but also support the company in the external environment throughout the supply chain. In addition, the matrix organisational structure that is given as the managerial implication is in line with the fifth proposed response: ‘Top management awareness and decentralised organisational structure’. The proposed matrix organisational structure can close the gap, as it is asserted in Liu and Bai (2014) that a gap exists between a firm’s awareness and its behaviour; the hierarchical structure of the firm is an important element of this gap.
A probabilistic fuzzy analytic network process approach (PROFUZANP) in formulating sustainable manufacturing strategy infrastructural decisions under firm size influence
Published in International Journal of Management Science and Engineering Management, 2018
The results in Table 9 can be described as follows. In the organization decision category (C51–C53), a functional organizational structure at middle management reporting levels with small support groups is favoured to support a sustainable manufacturing strategy. Functional structure describes a type of organizational structure that divides an organization into functional areas, e.g. manufacturing, sales, marketing, human resources, accounting, finance, engineering, etc. This structure allows decentralization of decision-making, thus enhancing specialization in a particular function. Middle management refers to the department managers of each functional area. Reporting at middle management supports decentralization of functional units. This supports the functional structure of the organization. Unlike large support groups, small groups are more flexible and efficient in decision-making. In the manufacturing planning and control category, make-to-order production, close decision support, and a high degree of systems integration are preferred.
The Effects of Organizational Structure on MBSE Adoption in Industry: Insights from Practitioners
Published in Engineering Management Journal, 2023
Kaitlin Henderson, Alejandro Salado
Organizational structure is often thought of in terms of the commonly utilized archetypes: Functional, Divisional, Matrix, etc. (Burton et al., 2006). However, there are a great number of dimensions or characteristics that can be used to define different aspects of organizational structure (Nahm et al., 2003). Because most structures are not a pure form of the typical archetypes, organizational structure dimensions which can be evaluated on a scale may be better able to characterize organizational structure. These dimensions will serve as the variables that represent organizational structure in this study: Size, Formalization, Centralization, Specialization, Vertical Differentiation, Flexibility, and Interconnectedness.