Para alcançar o sucesso esportivo no contexto internacional, ou seja, conquistar medalhas nas principais competições internacionais, é necessária a interação de diversos fatores, sendo alguns deles os aspectos financeiros, as políticas públicas para o esporte, o desenvolvimento do atleta da iniciação ao alto rendimento, boas instalações esportivas, o apoio à carreira de técnicos, a ciência aplicada ao esporte entre outros. Apesar de o Brasil ainda não ser uma potência esportiva, algumas modalidades esportivas se destacam em competições internacionais, como o judô, a natação, a vela e o voleibol. Identificar os motivos pelos quais essas modalidades apresentam sucesso é importante para contribuir para o esporte no país, assim como para se criar uma referência para outras modalidades. A presente pesquisa teve como objetivo verificar a estrutura organizacional das entidades esportivas e a qualidade dos programas de desenvolvimento de atletas de alto rendimento na modalidade judô, com ênfase nos processos de detecção, seleção e promoção de talentos esportivos (DSPTE) de judocas talentosos nos clubes que se destacam no Estado de São Paulo. Para isso, a pesquisa foi dividida em duas etapas (A e B respectivamente) e contou com participação de nove técnicos e quarenta e três atletas das principais entidades esportivas que desenvolvem o judô no estado. Na etapa A, nove técnicos participaram de uma entrevista semiestruturada baseada em dez fatores para o sucesso no esporte. As entrevistas foram transcritas e analisadas pelo método Discurso do Sujeito Coletivo (LEFÈVRE; LEFÈVRE, 2003). Na etapa B, os quarenta e três atletas responderam a um questionário padronizado sobre a qualidade de detecção e seleção do talento esportivo (DSTE) proposto por Rütten e Ziemainz (2005). Os resultados da etapa A demonstraram que as entidades de prática esportiva são responsáveis pelo desenvolvimento de atleta para o esporte de alto rendimento. Todavia, os técnicos apontaram que não existe uma interação eficiente entre as entidades de judô com as entidades que organizam o esporte e que não existe um sistema nacional de identificação e desenvolvimento de talentos do judô brasileiro. Com relação aos resultados da etapa B, os atletas avaliaram como positivo o apoio dos pais e consideram que conseguir confiança é de fundamental importância na Detecção e Seleção de talentos (DSTE). Por outro lado, classificaram como aspectos negativos o apoio político, os recursos materiais, o papel da escola e a baixa quantidade de atletas detectados e selecionados. Quanto à promoção do talento (PTE), os atletas classificaram como aspectos positivos a qualidade dos treinamentos e dos técnicos, o apoio dos pais e a existência de um bom sistema de competição. Os atletas avaliaram como aspectos negativos o apoio político, econômico e a contribuição da escola para a PTE. De acordo com os resultados obtidos, os atletas do judô são desenvolvidos por cada entidade esportiva de prática, contando com o apoio dos pais e com a boa qualidade dos treinamentos e técnicos, sem que haja uma participação efetiva das entidades de organização esportiva, uma vez que não existe interação entres as entidades para o desenvolvimento da modalidade, assim como não existe um sistema nacional de identificação e desenvolvimento de talentos, e também não se utiliza o esporte na escola para a formação de atletas / The achievement of international sporting successes, that is, winning medals in the major international competitions, requires the interaction of several factors, such as finance, public policies for sport, good sport facilities, support for coaches, science applied to the sport, among others. Although Brazil is not a sports power, some of its sports stand out in international competitions such as judo, swimming, sailing and volleyball. Identifying the reason why these sports are successful is important to contribute to the sport in the country, as well as to create a benchmark to other sports. This research aimed to analyze the organizational structure of sports institutions and the quality of elite athletes development programs in judo, with emphasis on sporting talents detection, selection and promotion processes of talented judokas in sports clubs that stand out in the State of São Paulo. In order to do so, this research was divided into two phases (namely, A and B) and included the participation of 43 athletes and 9 coaches from major sports entities that develop judo in the state. In phase A, nine coaches answered a semi-structured interview based on 10 factors for sporting success. The interviews were transcribed and analyzed using the Collective Subject Discourse method (LEFÈVRE; LEFÈVRE, 2003). In phase B, the 43 athletes answered a standardized questionnaire on the quality of detection and selection of sporting talent proposed by Rütten and Ziemainz (2005). The results of phase A showed that sports practice entities are responsible for developing athletes for elite sport. However, coaches pointed out that there is no efficient interaction among entities in judo with sport management entities and that there is no national system for identifying and developing Brazilian judo talents. Concerning the results of phase B, athletes rated as positive the support of parents and consider that conquering trust is fundamentally important in detection and selection of sporting talents. On the other hand, they rated as negative the political support, the material resources, the role of the school, and the low number of detected and selected athletes. Regarding the talents promotion, athletes rated as positive the quality of training and coaches, the support of parents and the existence of a good competition system. Athletes rated as negative the political and economic support, and the contribution of school to the promotion of talents. According to the obtained results, judokas are developed by each sports practice entity, relying on the support of parents and on the quality of training and coaches, without any effective participation of sport management organizations, since there is no favorable interaction among sport development entities, there is no national system for identifying and developing talents as well as sport is not used in schools for training athletes

Our nation is experiencing a demographic shift. The proportion of racial minorities will significantly increase during the next several decades. Institutions of higher education will have to navigate issues of multiculturalism on campus. Issues of diversity, equity and inclusion are, and continue to be, significant matters for colleges and universities. A significant for the higher education community is who will be responsible for the oversight of diversity and furthering diversity goals at institutions of higher education. The purpose of this study was to explore and describe the emergence of the chief diversity office, present day conceptions of diversity and the association of organizational structure and efficacy of the office. This study utilized a multisite case study design and narrative analysis to illuminate our understanding of chief diversity offices at research-intensive universities. The findings illuminated the distinct histories of diversity pertaining to campus climate at each institution that prompted the initiation of the chief diversity office. Key institutional players and the state and local context were influential in the formation of the offices at these schools. The study highlighted the present-day broad and all-encompassing conceptions of diversity at the institutions in the study. Findings also revealed the notion that organizational structure and positioning were significant matters for chief diversity offices. The findings of this study advance our understanding of how CDO offices emerge. Higher education professionals, leaders and administrators can utilize the results to make better-informed decisions about the formation and structure of diversity offices.

With the emergence of New Public Management in the 1980s, Western public sectors saw a gradual shift in logics of work control from professionalism to managerialism. For public sector organizations to attain legitimacy in this new climate, their organizational structures have been aligned according to extant societal expectations of managerialist efficiency. In addition to structure, organizations are also asked to have an organizational image that appeals to the same societal expectations if legitimacy is to be achieved. The pursuit of legitimacy is an aspect that connects image and structure but this has been neglected in previous research. Against this, the purpose of the present thesis is to explore whether and how changes in organizational image covariate positively with shifts in organizational structure. In order to investigate this, an organizational discourse analysis has been conducted on a sample of Swedish hospitals’ webpages in 2005 and 2013 as a way to learn more about the distribution of professionalism and managerialism in these entities’ images. The results indicate that the two logics of work control have increased between the studied years but managerialism displays a slightly bigger growth. Nevertheless, a blend of professionalism and managerialism is what is most apparent in the organizational images of the sampled hospitals in both 2005 and 2013. While previous literature has argued that organizational structures have shifted decisively towards managerialism, this thesis indicates that the change has been more nuanced when it comes to organizational images.

Wildlife reintroduction programs are a type of conservation initiative meant to preserve biodiversity through the restoration of damaged areas and the reintroduction of extirpated species. Unfortunately, such reintroductions have a history of limited success, ad hoc procedures, and little focus on hypothetico-deductive design. This study sought to identify some of the trends in the leadership, management, and structure of wildlife reintroduction programs through the use of a case study and survey. The survey was distributed to reintroduction practitioners and biologists worldwide in an attempt to identify patterns of organizational behavior within the field. Some general trends indicated that most reintroductions had active and monitoring phases of 4 or more years (59% and 75% of respondents respectively), adhered closely to World Conservation Union (IUCN) Reintroduction Guidelines (43% of respondents), had a somewhat hierarchical structure (50% of respondents), held annual long-term goal-setting meetings (56%), observed annual employee evaluations (63%), and underwent project evaluations annually, using both internal (74%) and external (39%) evaluative instruments. Opinion questions regarding the ultimate performance of the project indicated that although 75% of researchers felt that their project had made good progress, only 63% said that a formal evaluation had confirmed this statement.

¡@¡@In the dynamic knowledge-oriented age, organizations need continuously develop existing capabilities and new capabilities to adapt changeable environment and maintain their competitive competence. Not trying to make all staff learn all things, organizations need knowledge integration to coordinate knowledge held in different individuals. Specified knowledge in separate individuals could be integrated into organizational capabilities, the basis of competitive competence, through designing of appropriate organizational structure, authority, communication, decisions making and mechanism. ¡@¡@Because of the business environment full of Internet and Web, IT capability has become a critical factor in building potential competitive competence. ¡@¡@In the view of Knowledge-Based Theory of Firm and Hyper-Text Organization, this research emphasizes the coordination of organizational structure and knowledge management. Applying organizational structure and different integration mechanisms collected from related literature, exam the relation between the factors of knowledge integration and core capability of MIS department. Try to achieve efficient knowledge creation, utility and transfer through the discussion. ¡@¡@An empirical survey methodology is applied to test the research model and hypotheses proposed in this study. Six out of seven hypotheses are validated in our research model with Path Analysis. The research result reveals that knowledge integration has significant impact on MIS department capability. Organizational structure design, including business structure design, project structure design and knowledge codification, has critical contribution to knowledge integration.

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.

At this stage, enterprises are faced with rapidly changing business environment. With estimated the relative reaction time and decision-making has also become very short time. Any decision-making will be on corporate organizational structure and business process changes consequent. The adjustments of the enterprises would require the co-ordination of Information Systems. How to quickly modify the information system for the enterprises has become a very important issue. This thesis has a website for example that describes how to use the Service-Oriented Architects Association Website Model (SOAAWM) of the amendment to the enterprise information system. SOAAWM uses four tools such as architecture hierarchy diagram, service operation diagram, structure-behavior coalescence diagram, and business process diagram to build up the website. SOAAWM is based on the service-oriented theory and method. By using the structure-behavior coalescence approach embedded in SOAAWM, we are able to describe working situations of organizational structures, business processes, and information systems clearly enough to reduce the business risks. In this study, through structure-behavior coalescence approach embedded in the theory and method of service-oriented re-planning of the organizational structures and business processes, making such a great level of complexity and impact of information systems can be avoided in the build omissions or bias, but also enhance the post on-line information system communication efficiency and maintain quality. This is the major achievement of our research.

<p>Many organisational flaws are consequences of unsuitable structure arrangements that do not support the organisation in its work towards goal accomplishment. The appropriateness of the structure is determined by how well it allows the organisation to respond to the environment in which it is active. Furthermore, an organisation is divided into parts with their own requirements on the structure. CSR is a concept that enables for a wider perspective of how to conduct business, thereby strengthening the link between the organisation and the external society. It addresses the issues of how a company can create sustainable wealth through behaving in a responsible way where a high responsiveness to the environment is crucial. The purpose of this thesis is therefore to describe and analyse how the organisational social structure of the CSR work can help and enhance such engagement.</p><p>An abductive approach have steered the authors when conducting this study. Qualitative data is explicitly used, gathered through interviews with representatives from ABB and Skanska. The data derived from these interviews provides a picture of what, why and how the two companies have chosen to work with CSR issues as well as how they have chosen to structure the work. Using the theoretical frame and the empirical data an analyse of the characteristics and arguments for CSR and the cultural, motivational and structural aspects led to the identification of requirements that this work place on the structure and how ABB and Skanska handle these requirements.</p><p>The objective of CSR is to be able to assess the business impact on the society and from that standpoint create a way to handle those impacts. Therefore the work is different from company to company but with common requirements on the structure where some are, local responsiveness, creativity and unified work. To answer to these requirements the structure should preferable have the characteristics of horizontal differentiation and specialisation on group level, an integration based on both human interaction and documents where standardisation should be avoided. This implies that the requirements of CSR are best met when the mechanic and the organic structure meet. An organic organisation needs mechanical traits to allow for the guidelines, directives and responsibilities to be defined in order to reach a unified picture. The mechanical on the other hand needs organic characteristics to support and allow for continuous improvements and work that takes local conditions into account.</p>

Incorporating team context into research and practice concerning team effectiveness in multinational organizations still remains an ongoing challenge. The purpose of this dissertation was to explore the influence of industry, corporate culture, structure, strategy and task characteristics on MNTs in business organizations and to develop a more comprehensive framework connecting the internal dynamics with contextual aspects of MNTs functioning in companies in Europe and the USA. The study was conducted in an Austrian (VA TECH), a German (Henkel) and an American company (K&M International). Forty-two problem-centered interviews were conducted with 22 team members and 20 team leaders. Levels of uncertainty, stress and turbulence influence organizations and MNTs since teams and organizations have to reshape their strategies. Multinational strategy has a positive impact on MNTs while companies with a global strategy assign low value to diversity. MNT norms in companies with a strong corporate culture are reflective of the organizational culture. MNTs at companies with a weak corporate culture develop their own unique cultures and deviate from the values and norms set by the organization. Team composition, size and length of cooperation have a moderating effect on MNTs. We could identify several team leader competences that contribute to team success. The results show how teams reduce the complexity of operations by facilitating the creation and transfer of explicit and tacit knowledge and by transferring appropriate dimensions of the HQ corporate culture between geographically dispersed business units. (author's abstract)

Conference proceeding from the Living the Future 6 Conference, April 5-8, 2006, University of Arizona Libraries, Tucson, AZ. / In the pursuit of creating a culture of assessment, Purdue University has been developing organizational structures to encourage teams and units to integrate assessment and evaluation throughout their work projects. We created an Evaluation and Assessment Consultative Team (EACT) five years ago to assist units with their assessments, and for the past few years, the Libraries have explicitly required teams to include measurable outcomes in their annual planning documents. This presentation will describe the planning process that our teams and units go through to integrate assessment into their work, including staff development activities sponsored by EACT that prepare teams for this process. Examples of team-engendered assessments will be shared as well. The brief presentation of the assessment situation at Purdue will be a springboard into a discussion of the challenges teams face when asked to include outcomes in their planning. The audience will be divided into small groups to construct a list of challenges and will report them out. Then, as a group, we'll brainstorm staff development, administrative, or other techniques to address those challenges.