The Directorate Public of Works Engineering Service Branch is responsible new designs, renovations of existing construction, and general supervision of new construction. Over the years (especially in the last two or three years), the Design Branch has been perceived as providing a low quality product. The quality can be directly related to personnel issues within the organization such as heavy workloads, low morale, lack of respect for management, and lack of leadership which is required to improve the quality of work. As a result of the evaluation of the current organizational structure and how it contributes to the personnel aspects of its staff I have recommended that the organization transitions from an operational structure to a matrix structure. I have furthermore, identifying the strengths of the recommended structure and how it will contribute to the improvement in the quality of the design. I have also identified weaknesses of the recommended structure and sought to identify solutions to minimize negative impacts on the organization. The roles and responsibilities are also identified in the recommended matrix organizational structure. / text

Abstract A religious organization is established by people with the same vision. To accomplish the vision, it develops its services according to the society¡¦s various needs. Christian organizations gather committed Christians with professional skills in relevant areas. With their special abilities, they work together to fulfill the goals they are called to accomplish. Christian organizations also help strengthen churches so that they can achieve their evangelistic missions. This current study focuses on the development of a Christian organization applying the method of systematic analysis. Making use of storytelling, the researcher illustrates the development of the organization and discusses its operational characteristics and leadership style. It also reviews the balance between ministry and business. Key words: vision, Religious organization, Christian organization

Thesis (Ph. D.)--University of Washington, 2007. / Vita. Includes bibliographical references (p. 101-107).

This study will focus on a particular program (The Area Agency on Aging) which was developed in response to the problems of fragmentation among the service delivery system for the aging. In so doing, two very important questions will be answered: 1. To what extent do the characteristics of the Area Agency on Aging resemble a vertically-oriented organization? 2. To what extent does the Area Agency on Aging gear its activities toward the coordination of services for the elderly? The basic assumption is that because the Area Agency on Aging resembles another vertically- oriented organization, its main focus of attention will be on internal concerns (i.e., survival) rather than inter-organizational activities.

Our focus is on the confluence of social networks and virtual organizations. In massively networked populations, ideologies and aspirations spread at phenomenally fast pace. The Arab spring, for instance, arose in Tunisia on December 17, 2010 and its effects were seen in several countries in a short time. Social action, such as in Tunisia, is often observed as network spikes and bursts that propagate and saturate the network rapidly. There are several organizational models published that explain behavioral dynamics in organizations. However, none of these models have the representational power of modeling spontaneous exigencies of a networked organization that account for rapid rates of dissemination in ad-hoc networks. Therefore, we have conceived this in a life cycle for a prototypical spontaneous, networked organization (SNO) and describe operations therein from formation to dissolution. After describing the life cycle, we offer insights for a model of a successful SNO. Furthermore, we have implemented a spacecraft organization of satellites using Netlogo for further validation of our model.

Graduation theses deal with establish of new organization entity in Skanska DS, condition for establish, variants of organisation set-up, conection with present organisatin structure and selection of the best variant. In frame of this work is describe wider surroundings of organization, construction material of organization, management style and corporate culture and contemporary technology.

Thesis (MBA)--Stellenbosch University, 2004. / Page 34 of digitised copy may appear cut off due to the condition of the original hard copy. / ENGLISH ABSTRACT: This report looks at what is important for Matrix Management to be successful in an organisation. After evaluating sixteen articles it was found that eleven elements are critical when implementing Matrix Management. These elements are: • Communication • Strong Leader • Culture • Rewards • Skills in Teams • Clear and Defined Goals • Senior Management Support • Defined Responsibility • Accountability • Procedures and Standards The model that was developed aims to indicate that there are certain fundamentals that an organisation needs to have in place before starting to work in a cross functional manner. These fundamentals are: to understand the goals of the organisation and the team, to develop procedures and standards (these should be communicated on a continuous basis), to define the responsibilities within the organisation and team, and to develop communication channels for internal and external communication. Next the model examines culture, where it differentiates between organisational culture and team culture. Organisation Culture includes innovation, respect for each other, rewarding and accountability. Team culture looks at commitment, cooperation and accountabilities. Then the model examines the three role players namely the senior management and their support, strong team leadership and the team members that are empowered and correctly skilled. All of these are interlinked through communication. It appears that little has changed over the past twenty years with regards to the fundamentals necessary to be successful. It is only the people and the organisations themselves that have changed. / AFRIKAANSE OPSOMMING: Hierdie verslag kyk na wat nodig is vir Matriks Bestuur om suksesvol te wees in 'n organisasie. Na die ontleding van sestien artikels is gevind dat elf elemente baie belangrik is tydens die implementering van Matriks Bestuur. Hierdie elemente is: • Kommunikasie • Sterk Leier • Kultuur • Vergoeding • Vaardighede in Spanne • Duidelike Doelwitte • Bemagtigde Lede • Senior Bestuur Ondersteuning • Gedefinieerde Verantwoordelikheid • Toerekenbaarheid • Prosedures en Standaardes Die model wat ontwikkel is probeer om uit te wys dat daar sekere fundamentele elemente is wat 'n organisasie in plek moet he voordat daar kruis-funksioneel begin werk word. Die fundamentele elemente is: verstaan die doelwitte van die organisasie en span, om prosedures en standaarde te ontwikkel (moet op 'n gereelde basis gekommunikeer word), om die verantwoordelikhede binne die organisasie en span te definieer, en om kommunikasie kanale vir interne en eksterne kommunikasie te ontwikkel. Volgende kyk die model na kultuur waar dit onderskei tussen organisasiekuituur en span-kultuur. Innovasie, respek vir mekaar, vergoeding en toerekenbaarheid val onder Organisasie kultuur en verbondenheid, samewerking en toerekenbaarheid val onder Span kultuur. Volgende kyk die model na die drie rolspelers naamlik senior bestuur en hulondersteuning, sterk spanleierskap en spanlede wat vaardig en volmagtig is. AI hierdie word deur kommunikasie verbind. Dit blyk dat nie veel verander het gedurende die laaste twintig jaar ten opsigte van die fundamentele elemente wat nodig is omsuksesvol te wees nie. Dit is slegs die mense en organisasies wat verander het.

<p>A publicly funded elderly care that is widely available at people’s homes has been described as unique for the Nordic countries. There is much research that focuses on the relationship between caregivers and <em>care receivers</em>, and also about how work is organized in these organizations. However, research into how care work is organized in organizations that have implemented a salutogenic approach is limited. This is a qualitative study aimed to <em>examine how caregivers feel that the organization of work in elderly care change after implementation of salutogenic elements in their daily work.</em> The study conducted six semi-structured interviews with caregivers that have experienced different ways of organizing care work. Study shows that the organization of care work has gone from a Tayloristic, task-oriented and routinized work towards a salutogenic, person-oriented and personalized approach. The study also shows that dilemmas may arise in the new way to organize care work when caregivers and <em>care receivers</em> values and opinions differ. Caregivers then orient between sins of omission and abuse.</p>

The purpose of the research effort was to investigate the relationships that exist between managerial functions and organizational structure with the specific objective of employing the managerial function of coordination as a design parameter in designing organizations.

A publicly funded elderly care that is widely available at people’s homes has been described as unique for the Nordic countries. There is much research that focuses on the relationship between caregivers and care receivers, and also about how work is organized in these organizations. However, research into how care work is organized in organizations that have implemented a salutogenic approach is limited. This is a qualitative study aimed to examine how caregivers feel that the organization of work in elderly care change after implementation of salutogenic elements in their daily work. The study conducted six semi-structured interviews with caregivers that have experienced different ways of organizing care work. Study shows that the organization of care work has gone from a Tayloristic, task-oriented and routinized work towards a salutogenic, person-oriented and personalized approach. The study also shows that dilemmas may arise in the new way to organize care work when caregivers and care receivers values and opinions differ. Caregivers then orient between sins of omission and abuse.