No description available.

This thesis has been written on commission by Laboratoriemedicin VLL, which is a part of region’s hospital. The organization did not work as efficiently as it could, and senior managers have encountered various problems. We have been asked to estimate the situation, analyze it, and come up with solutions which could increase efficiency and productivity; in other words, increase organizational performance. After preliminary interview with the senior manager, we have identified our areas of the interest: organizational structure, leadership, and communication.   This preliminary interview made us very interested at the situation at Laboratoriemedicin, and helped us to formulate our research question: “How do organizational structure, leadership, and communication affect productivity and efficiency of the public health-care organization?” Moreover, it made our research have two purposes, one of academic character, and one of practical character. The academic purpose is in investigating relationship between organizational structure, leadership, and communication and organizational performance, i.e. efficiency and productivity. The practical purpose is in giving analysis-based recommendations about possible ways to increase productivity and efficiency to Laboratoriemedicin VLL.   In order to find out the answer to the research question and to fulfill both purposes of the research, we have conducted a qualitative research. This has been done by interviewing ten people working at Laboratoriemedicin. We have tried to talk to representatives of different layers of the organization to make our research more diversificated and complete. These semi-structured interviews resulted in qualitative data, which had been processed and analyzed using coding technique.   The findings of our research revealed that structure, leadership, and communication affect efficiency and productivity. Structure defines how productive the operational processes are; leadership affects the whole personnel and the way they strive for achieving their goal; communication affects how fast things are getting done and how happy and willing personnel are. Additionally, we have spotted two areas affecting the relationship between structure, communication, leadership, and organizational performance: development issues and personal issues. Moreover, we have found that leadership and organization are the most problematic spots in Laboratoriemedicin. After careful analysis of the situation we have come up with the list of suggestions that can help the organization to achieve increased efficiency and productivity.

No description available.

Globalisation and advances in Information and Communication Technologies (ICT) are contributing to the increased virtualisation of work teams within organisations. Researchers are in agreement that most modern day work teams have some degree of virtualisation (Workman, 2007) and that it is critical for researchers and practitioners alike to understand the impact of virtualisation on the inputs, process and outputs of work teams. Benefits commonly associated with increased team virtualisation such as increased knowledge retention (Dietz-Uhler&Bishop-Clark, 2001), cost savings (Bergiel, Bergiel,&Balsmeier, 2008) and flexibility (Clemons&Kroth, 2011) are proven and well researched. However we know that no benefit can be obtained without incurring some sort of a cost (Colander, 2010) and research showed that virtual teams typically incur additional challenges in the areas of communication, culture, technology and leadership (Kayworth&Leidner, 2000).This research hypothesised that the three levers of organizational structure as defined by Satô (2010) namely the formalization, standardization and centralization of organisational elements can ease the negative effects caused by an increase in team virtualisation. We evaluated the impact that the organisational structure has on the performance of work teams throughout the team virtualisation continuum by conducting a set of interviews, a survey and performing descriptive quantitative analysis on the results. A total of three interviews were conducted which served as confirmation of our research questions and provided guidance to construct the questionnaire. A total of 87 respondents participated in our online survey of which 69 responses were included in the quantitative analysis phase. The responses received were equally distributed between four categories namely: Organic Face-to-face, Mechanistic Face-to-face, Organic Virtual and Mechanistic Virtual.The results revealed that there is no statistically significant relationship between the organisational structure and the performance of virtual teams. We further noticed a higher variance in the performance scores of virtual teams which indicates that the performance of virtual teams are more inconsistent than that of Face-to-face teams. The key finding of the research is that virtual teams perform equally well in both organic and mechanistic organisational structures. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

Purpose – The study aim to investigate the adoption of social and environmental objectives in public procurement. Design/ methodology/ approach – This study undertook an exploratory case study research based on the theory of bureaucracy and the theory of organisational configuration. A semi structured interview and a survey was conducted among public procurement professionals at five Ministries in Malaysia. Findings – The public procurement system were found to contain two organisational structures – The Machine Organisation and the Innovative Organisation. These structures were based on the analysis that there were two approaches to public procurement – the Compliant Approach and the Sustainable Objective Adoption Approach that respectively contained organisational structures of its own in managing public procurement. Mutual adjustment with the stakeholders was seen as a key driver in implementing sustainable objectives successfully in public procurement. Research limitations/ implications – Case studies have been viewed as controversial for the generalizability of knowledge and philosophical approaches to academia due to the low number of respondents. An in-depth study was the key direction of this study in investigating the organisation structure and relationships with the public procurement system that contained the system of administration and governance, people of the organisation, and the hierarchy of the organisation. Practical Implications – This research adds volume to practitioners and policy makers in designing public procurement policies and regulations by identifying the key areas of sustainable adoption in public procurement. Originality/ Value – The in-depth nature of this study provides a perspective into the intricacies of the public procurement system where the procurement officers were found to consolidate working with the regulations, the components of the organisation, and the hierarchies to achieve organisational objectives.

n/a

No abstract available / Dissertation (MA (Research in Practical Theology))--University of Pretoria, 2007. / Practical Theology / unrestricted

No / FP7

Background: Increasing competition has led to a large interest for management control and leadership in Sweden. The controller’s role has changed from just including number crunching tasks to become more market and customer oriented. Therefore the use of controllers today is increasing within Swedish organisations. The role incorporates involvement in management decision making process. Organisational structure affects the work role as well as the location of the employee within an organisation. Purpose: Our objective is to explore how and why the controller roles in Sweden differ from one organisation to another. To make it more interesting a second dimension, organisational structure, is included. We aim to develop guidelines that can provide useful insights to already existing theory. A mix between the inductive and the deductive approach is used. Method: A qualitative cross case study has been performed where controllers from six different organisations present in the Swedish market have been interviewed. The organisations are operating in the clothing industry. Generalisation is not emphasised rather the uniqueness of each case is highlighted. A cross case analysis was performed to reveal differences and similarities between the cases. Conclusion: We have found that a divisionalised structure where the subsidiary is relatively large results in decentralised decision making. The controller belongs to an own function located straight below the CEO and is titled business controller. This controller is recognised to be an involved controller. The involved controller was also found in organisations where some influences of the machine bureaucracy were apparent. If the controller belongs to the finance function it is likely that he/she performs accounting related tasks and the controller role is recognised to be the independent controller. If the controller belongs to the purchase function and the adhocracy is found the split controller role is evident. To prevent confusion we suggest that more controller titles should be added and the title should also communicate what tasks and responsibilities that correspond to the role. If you belong to the finance function an appropriate title would be accounting controller. By looking at the organisational structure it is possible to get guidance for what the role incorporates and what tasks and responsibilities that can be expected. Variance will always apply since there are no rules and regulations for financial control.

<p>Background: Increasing competition has led to a large interest for management control and leadership in Sweden. The controller’s role has changed from just including number crunching tasks to become more market and customer oriented. Therefore the use of controllers today is increasing within Swedish organisations. The role incorporates involvement in management decision making process. Organisational structure affects the work role as well as the location of the employee within an organisation.</p><p>Purpose: Our objective is to explore how and why the controller roles in Sweden differ from one organisation to another. To make it more interesting a second dimension, organisational structure, is included. We aim to develop guidelines that can provide useful insights to already existing theory. A mix between the inductive and the deductive approach is used.</p><p>Method: A qualitative cross case study has been performed where controllers from six different organisations present in the Swedish market have been interviewed. The organisations are operating in the clothing industry. Generalisation is not emphasised rather the uniqueness of each case is highlighted. A cross case analysis was performed to reveal differences and similarities between the cases.</p><p>Conclusion: We have found that a divisionalised structure where the subsidiary is relatively large results in decentralised decision making. The controller belongs to an own function located straight below the CEO and is titled business controller. This controller is recognised to be an involved controller. The involved controller was also found in organisations where some influences of the machine bureaucracy were apparent. If the controller belongs to the finance function it is likely that he/she performs accounting related tasks and the controller role is recognised to be the independent controller. If the controller belongs to the purchase function and the adhocracy is found the split controller role is evident. To prevent confusion we suggest that more controller titles should be added and the title should also communicate what tasks and responsibilities that correspond to the role. If you belong to the finance function an appropriate title would be accounting controller. By looking at the organisational structure it is possible to get guidance for what the role incorporates and what tasks and responsibilities that can be expected. Variance will always apply since there are no rules and regulations for financial control.</p>