This study aims at analyzing and explaining the use of information technology (IT) and its effect on organizational structures in SMEs in Turkey. Today, information technology has come to play a more and more important role in most organizations and especially in small and medium-sized enterprises (SMEs). Researchers give different meanings on the concept of IT as how IT is used or interpreted in organizations. This thesis focuses on the impact of IT on organizational structure. A framework for analysis consisting of four eras of IT use has been developed and forms the basis of research method for analyzing the effects of IT in SMEs. In the framework, the dominant technology actually creates an organization metaphor, which helps to determine how organizational structures will be affected by the use of information technology. The variables to be investigated in the areas of organizational structure are control, specialization, formalization, span of control, communication and collaboration, interorganizational relations. Through a case study of two small and medium sized companies in the electronics and manufacturing industries, it is found that formation of information networks especially external networks has a precise effect on organization structures. The results prove that IT has significant impacts on decentralization, specialization, communication, and interorganizational relations. Also, it is clear that managerial support for IT and IT implementation is found to be a major factor for information technology to be used effectively.

This study analyzes the current situation women&rsquo / s NGOs in Ankara in terms of the organizational structure and networks. A total of 28 interviews were realized with active women&rsquo / s NGOs located in Ankara on identification of not only organizational structure such as age, type, focus, target group, ICT infrastructure but also communication and collaboration pattern. Both descriptive analysis and network analysis were performed. The main concern is whether women&rsquo / s NGOs collaborate with each other? Results demonstrate that women&rsquo / s NGOs in Ankara mostly use informal linkages based on friendship but do not work with each other in the same projects or campaign. Main reasons behind reluctance to collaborate with the women&rsquo / s NGOs are loss of autonomy, performing the same activities, lack of trust, and ideological differences.

The purpose of this study was to investigate the overall role of a Communicator within a civil society organization (CSO). The aim was to clarify the role of a Communicator by examining the daily functions, the approach applied, abilities required, as well as skills employed. In addition, the study focused on CSO organizational structure and leadership with respect to the role of the Communicator. To do so, the author studied her own functioning in the role of CSO Communicator. The triangulated qualitative research approach applied primarily participant observation, exercised through unobtrusive measures. The results showed support for the approach of a Business Communicator.

As mudanças presentes nos mercados e nas economias mundiais direcionam as empresas para novas formas de atuação, seja em suas estratégias, seja em suas estruturas. Em especial, as atividades e estruturas de marketing ganham atenção nesse processo de adaptação, visto que se constituem em facilitadores da interação entre a empresa e seu ambiente. Nesse contexto, a presente tese teve por objetivo analisar os impactos recíprocos entre estratégias da empresa e estruturas de marketing. Para atingir o objetivo proposto pela tese, realizaram-se uma revisão teórica e um trabalho de campo exploratório. A bibliografia pesquisada foi delimitada dentro de um escopo contingencial e sistêmico. Na revisão da bibliografia, abordaram-se os conceitos relacionados às estratégias e aos níveis estratégicos da empresa: estratégias corporativas, competitivas, funcionais e de marketing. Também foram pesquisados os assuntos ligados às estruturas organizacionais e às estruturas de marketing. Além de empreender essa busca conceitual, a presente tese discutiu os resultados encontrados em estudos anteriores sobre o relacionamento entre estratégias e estruturas, assim como entre estratégias e estruturas de marketing. Por último, a revisão contribuiu com a ideia de hierarquização de múltiplos níveis e sua interpretação nas estruturas de marketing. O trabalho de campo foi realizado por meio de pesquisa exploratória e qualitativa e utilizou o método de estudo de caso encaixado, instrumental e de replicação teórica. A investigação do trabalho de campo ocorreu junto às unidades de análises contidas nas empresas Conexel e Schneider Electric Brasil, ambas pertencentes ao setor de materiais elétricos de instalação. As análises desse estudo de campo foram realizadas em duas etapas: a primeira, com a descrição e a análise individual de cada caso selecionado; a segunda, com a consolidação e a discussão conjunta das análises obtidas individualmente. A replicação teórica dos casos refletiu os conceitos vistos e defendidos na revisão teórica da tese e reforçou as ideias presentes na conclusão do trabalho. Os resultados da tese indicam que as estruturas de marketing são subordinadas às estratégias da empresa. A função marketing não está isolada na organização, e as decisões das áreas de marketing interagem com todas as outras áreas funcionais independentemente dos departamentos envolvidos. Na tese, verificou-se de modo teórico que as estruturas de marketing se alteram conforme o marketing deixa de ser apenas uma área funcional. As estruturas de marketing tentem a migrar para formas mais inovativas quando passam a ser compreendidas como parte das decisões das estratégias da empresa. À medida que as estratégias são formuladas em condições ambientais cada vez mais competitivas, as estruturas de marketing migram para níveis hierárquicos superiores dentro de um sistema de múltiplos níveis. As questões advindas dos insights gerados por este estudo podem contribuir para a geração de parâmetros específicos sobre o tema, como formulação de métricas, categorias e hipóteses necessárias para a condução de novos estudos conclusivos que generalizem as ideias exploradas nesta tese. / The changes in the worldwide markets and economies direct the companies to new forms of actuation, either in their strategies, or in their structures. Particularly, the marketing activities and structures gain attention in this process of adaptation, since they constitute themselves as facilitators of the interaction between the company and its environment. Within this context, the present thesis aimed to analyze the reciprocal impacts between the company´ strategies and the marketing structures. In order to reach objective proposed by the thesis, a theoretical review and an exploratory field work were carried out. The bibliography researched was delimited within a contingential and systemic scope. Upon reviewing the bibliography, the concepts related to the strategies and the strategic levels of the company were discussed: corporate, competitive, functional and marketing strategies. Also, subjects related to organizational and marketing structures were researched. In addition to undertaking this conceptual search, the present thesis discussed the results found in previous studies on the relationship between strategies and structures, as well as between strategies and marketing structures. At last, the study contributed with the idea of hierarchizing the multiple levels and its interpretation in the marketing structures. The field work was carried out through exploratory and qualitative research and used the embedded, instrumental and theoretical replication methods of case study. The investigation of the field work took place in the units of analysis of the companies Conexel and Schneider Electric Brazil, both belonging to the electrical material installation segment. The analyses of this field study were carried out in two phases: the first one, with the individual description and analysis of each selected case; the second one, with the consolidation and joint discussion of the analyses obtained individually. The theoretical replication of the cases reflected the concepts considered and supported in the theoretical review of the thesis and reinforced the ideas presented in the conclusion of this work. The results of this thesis indicate that the marketing structures are subordinated to the company´ strategies. The marketing function is not isolated in the organization and the decisions of the marketing areas interact with all the other functional areas, irrespective of the departments involved. In the thesis, it was verified, in a theoretical way, that the marketing structures are altered as the marketing stops being only a functional area. The marketing structures tend to migrate to more innovative forms when they start to be understood as part of the decisions of the company´ strategies. While the strategies are formulated under more and more competitive environmental conditions, the marketing structures migrate to higher hierarchical levels within a system of multiple levels. The questions arising from the insights generated by this study may contribute to the generation of specific parameters on the subject, such as the formulation of metrics, categories and hypotheses that are necessary to conducting new conclusive studies that generalize the ideas exploited within this thesis.

This article unpacks the notion of institutional complexity and highlights the distinct sets of challenges confronting hybrid structural arrangements. The framework identifies three factors that contribute to the experience of complexity - namely, the extent to which the prescriptive demands of logics are incompatible, whether there is a settled or widely accepted prioritization of logics within the field, and the degree to which the jurisdictions of the logics overlap. The central thesis is that these "components" of complexity variously combine to produce four distinct institutional landscapes, each with differing implications for the challenges organizations face and for how they might respond. The article explores the situational relevance of an array of hybridizing responses and discusses their implications for organizational legitimacy and performance. It concludes by specifying the boundary conditions of the framework and highlighting fruitful directions for future scholarship.

This thesis describes situation in management companies on Ukraine. In theoretic part work you can find information about types organizational structure companies, her division, benefits and disavantages. This information I extract from special books and article about this subject. In practical part I more often analyze Ukrainian company Torhpress that the deal with distribution form and postal goods in Zakarpatian regions, where after analysis I try to suggest optimum solving improvement organizational structure those companies for more effective course companies.

Every organization goes through the same lifecycle. Through every step in the transformation to a better organization the communication structure changes. In this report there are examples of the communicational disadvantages that is connected to the communicational structure.By choosing to not have a formal communicational design, the manager takes a risk in spreading the information, the interaction, the control and the balance in creativity and constraint.This case organizations problem is that some parts of the organization has made more progress in the communicational structure than other parts. In this case the Collectivity structure has met the Formalized structure.Tha structural differences has came to affect the way of sharing information and it has become a situation where the information about the products is not stored in a safe way from a quality point of view. There is a gap between the two different ways of communicate.In this report I have created a model to identify problems in the communication structure. This is a tool to study the rest of the organization. This model is general and may be used on any organization. / En organisation genomgår olika livscykler. Genom varje steg i utvecklingen förändras organisationens kommunikationsstruktur. I den här rapporten finns exempel på de kommunikativa brister som uppkommit på grund av brister i den kommunikativa strukturen.Genom att inte ha en kommunikationsdesign för den formella kommunikationen utsätter ledningen organisationen för risker i informationsspridning, interaktion, kontroll och balans.Den studerade organisationen har kommit obalans genom att vissa avdelningar har kommit längre i sitt arbete med att formalisera och strukturera sitt arbete, medan andra avdelningar inte har haft samma strukturella utveckling. Interaktionen mellan dessa avdelningar har därför blivit en kommunikativ kulturkrock, där den Kollektiviserade strukturen möter den Formaliserade strukturen.De strukturella skillnaderna genomsyrar även avdelningarnas arbetssätt och innebär en brist ur kvalitetssynpunkt, då de båda strukturerna inte är överlappande.I rapporten har även en modell för att identifiera kommunikativa brister framtagits, för att caseföretaget ska kunna arbeta vidare med andra delar av organisationen och utreda sin kommunikativa struktur ytterligare. Modellen är av allmän karaktär och kan appliceras på en godtycklig organisation.

Historically, organizational structures of many universities and corporations have followed a strictly tree-based, hierarchical model. These organizations are defined with no more than one parent organization, and typically resource requirements for the organization could be derived from the parent organization. In recent years, however, many institutions have created interdisciplinary research groups which incorporate multiple fields of research across multiple campus organizations. For example, at Brigham Young University, there exists a biophysics research group, a child organization of both the Department of Biology and the Department of Physics, making it unclear how to define its resource requirements in the context of multiple parents from diverse colleges. As computing resources are allocated to organizations, the requirements of those organizations must be taken into account. However, when organizations have multiple parent organizations, it is unclear which restrictions or allocations are appropriate for the organization, as shown with the biophysics research group described above. Extending the example, if a campus high-performance computing facility restricts resources on an organizational basis, and the Biology and Physics departments are allocated different resource levels, the newly formed biophysics group will need system administrators' intervention to assure appropriate resource allocation. This document describes a versatile system for modeling organizational structure, including defining multiple parent organizations, the inheritance of arbitrary properties from parent to children, and, when inherited attributes conflict, includes an extensible mechanism for defining conflict resolution policies. This system allows for arbitrary parameters to be applied at any level of the organizational structure. This inherited information can then be used for resource allocation of the campus high performance computing facility.

Over the past few decades, not only have systems continued to increase in complexity, but they are expected to be delivered in the same timeframe and cost range. Technology has advanced us into what some refer to as the 4th Industrial Revolution. Digital is becoming the expectation in all areas of people's lives. Model-Based Systems Engineering (MBSE) represents the transition of systems into this new digital age, promising many improvements over the previous Document-Based Systems Engineering. This transition, however, is not simple. MBSE is a major paradigm shift for systems engineers, especially for those who have been in this field for many years. In order to work as intended, MBSE requires the participation of many different disciplines and functionalities in an organization. Gaining this level of organizational collaboration, however, is no easy task. Organizational structure and culture have intuitively been believed to be critical barriers to the successful adoption of MBSE, but little work has been done to discover what the impacts of these organizational factors are. The purpose of this research is to further explore the MBSE adoption process in the context of the organization. There were three research objectives designed to address the research question: how does organizational structure influence the adoption and implementation of MBSE? Research objective one was: relate organizational structure characteristics to MBSE adoption and implementation measures. Research objective two was: discover how organizational factors contribute to decisions made and other aspects of the MBSE adoption process. Research objective three was: connect different organizational structure and adoption variables together to derive critical variables in the adoption process. Research objective one was carried out using a survey as the instrument. The objective of the survey was to examine what the effects of organizational structure are on MBSE adoption and implementation. Organizational structure was represented by seven variables: Size, Formalization, Centralization, Specialization, Vertical Differentiation, Flexibility, and Interconnectedness. These are different characteristics of organizational structure that can be measured on a scale. MBSE adoption and implementation was represented by one adoption and three implementation variables. These include Adoption Process, Maturity of MBSE, Use of MBSE, and Influence on organizational outcomes. A total of 51 survey responses were received that met the inclusion criteria. Factor analysis was done for variables with multi-item measures. The factors were then analyzed using pairwise correlations to determine which relationships were significant. Formalization, Flexibility, and Interconnectedness were found to have positive correlations with adoption and implementation variables. Size and Vertical Differentiation had a negative correlation with Use of MBSE (implementation). Centralization was found to have negative correlations with adoption and implementation. Specialization did not have any significant correlations. Research objective two utilized semi-structured interviews as the main instrument. Survey participants had the opportunity to provide more detailed explanations of their organizations' experiences in the form of follow-up interviews. Eighteen survey participants agreed to this follow-up interview focused on MBSE adoption. Two of the participants shared failed adoption experiences, with the rest were at various stages of the adoption process. One of the most emergent themes out of the interviews was the idea of integration. Integration needs to occur at the organizational level, and the technical level. The technical level refers to the fact that tools, models, and/or data repositories need to be linked together in some way. Integration also has to occur at the organizational level, because a lot of different functional areas need to come together for MBSE. The way that organizations can address the issue of integration is through coordination mechanisms. The ultimate goal is to achieve implicit coordination through the use of connected models, but getting to that point will require coordination between different subunits. Interview responses were evaluated for coordination mechanisms, or situations that showed a distinct lack of a coordination mechanism. The lack of coordination mechanisms largely consists of a lack of standardization, lack of communication between subunits, and issues of authority. The final research objective of this work was carried out through a causal analysis using the data obtained from the survey and interviews. The purpose of this analysis was to visualize and better understand the adoption process. According to the calculated measures of centrality, the important nodes in this model are Improved organizational outcomes, Coordination between subunits, Projects use tools/methods, and People willing to use tools. Improved organizational outcomes is part of a key loop in the causal model. Improved organizational outcomes contributes to leaders and employees' willingness to support and use MBSE methods and tools, which contribute to actual use of tools and methods. This creates more Improved organizational outcomes, completing the loop. The survey results showed that Formalization, Decentralization, Flexibility, and Interconnectedness all have positive correlations with the Influence on organizational outcomes. So these organizational structure components are external factors that can be used to positively impact the adoption loop. Overall, this work provided several contributions to the field regarding the MBSE adoption process in an organizational setting. Organizational structure was shown to have significant correlations with adoption and implementation of MBSE. Coordination mechanisms were identified as a method to achieve integration across different functional areas of the organization. Improved organizational outcomes was shown to be a critical variable in the adoption process as an avenue for organizational structure factors to have a positive effect on the adoption process. / Doctor of Philosophy / Over the past few decades, not only have systems continued to increase in complexity, but they are expected to be delivered in the same timeframe and cost range. Technology has advanced us into what some refer to as the 4th Industrial Revolution. Digital is becoming the expectation in all areas of people's lives. Model-Based Systems Engineering (MBSE) represents the transition of systems into this new digital age, promising many improvements over the previous Document-Based Systems Engineering. This transition, however, is not simple. MBSE is a major mindset change for systems engineers, especially for those who have been in this field for many years. In order to work as intended, MBSE requires the participation of many different disciplines and functionalities in an organization. Gaining this level of organizational collaboration, however, is no easy task. Organizational structure and culture have intuitively been believed to be critical barriers to the successful adoption of MBSE, but little work has been done to discover what the impacts of these organizational factors are. This research looks into how organizational structure may have an impact on MBSE adoption and implementation. This research was carried out with the use of three different methods: an online survey, semi-structured interviews, and a causal analysis. The data obtained from the survey and interviews was used to construct a causal model depicting the MBSE adoption process. Overall, this work provided several contributions to the field regarding the MBSE adoption process in an organizational setting. Organizational structural variables were shown to have significant correlations with adoption and implementation of MBSE. Formalization, Flexibility, and Interconnectedness were found to have positive correlations with adoption and implementation variables, while Centralization had negative correlations with adoption and implementation. Coordination mechanisms were identified as a method to achieve integration across different functional areas of the organization. Interview responses were evaluated for coordination mechanisms, or situations that showed a distinct lack of a coordination mechanism. The lack of coordination mechanisms largely consists of a lack of standardization, lack of communication between subunits, and issues of authority. The causal analysis showed that Improved organizational outcomes, Coordination between subunits, Projects use tools/methods, and People willing to use tools were the critical variables in the MBSE adoption process.

The thesis compares internal communication and organizational structure of arts organizations with general theoretical knowledge from economy theory. In the first part, the thesis presents an enquiry in the field of internal communication and structure of organizations and puts it into the context on a theoretical level. It concerns outlined historical development and types of organizational structures and communication flows. The second part addresses the application of theoretical knowledge in the area of culture. Furthermore, it analyses two particular arts organizations, inquiring especially into the nature of internal communication flows and development of organizational structure. Subsequently, it confronts the results with theoretical basis presented in the first chapter. Apart from other conclusions, it reveals several flaws and suggests possible solutions for necessary corrections.