American Journal of Industrial and Business Management, 2013, 3, 229-236 http://dx.doi.org/10.4236/ajibm.2013.32028 Published Online April 2013 (http://www.scirp.org/journal/ajibm) 229 Organizational Structure: Influencing Factors and Impact on a Firm Quangyen Tran1,2, Yezhuang Tian1 School of Management, Harbin Institute of Technology, Harbin, China; 2National Economics University, Hanoi, Vietnam. Email: yentq@neu.edu.vn Received November 3rd, 2012; revised December 17th, 2012; accepted
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Introduction: Thinking and Behavior "The quest for leadership is first an inner quest to discover who you are” (p.391).[1] --Jim Kouzes and Barry Posner--- Self-awareness is foundational to effective leadership and organization success[2]. Research in leadership and organizational behavior indicates that managers who are blind to who they are, and to the effects they have on other people in their organizations, place their effectiveness and their careers at risk. A frequently cited axiom is "the first
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fully committed to ServIT. During 1996 – 1998, ServIT maintained a positive business but it would become had for Andrew to function solely. Early in 2000, Andrew’s wife Sally joined the company as a Director. Four years later ServIT grew stably with the relocation, the extension of courses as well as more staff engagement. ServIT had been complying a centralized organizational structure. As time passes, a number of changes taken place such as new appointment, establishment of graphic design service
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Information Technology & Operations Management Florida Atlantic University qhu@fau.edu ABSTRACT High levels of investments in IT and related products and services by firms over the last several decades produced only mixed results. Research shows that one of the most significant determinants of successful IT investments is the alignment between IT and the competitive strategies of a firm. Yet it is largely unclear to both researchers and practitioners how to achieve such alignment in the complex
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Action Research Model The action research model focuses on planned change as a cyclical process in which initial research about the organization provides information to guide subsequent action. Then the results of the action are assessed to provide further information to guide further action, and so on. This iterative (iterate means to repeat) cycle of research and action involves considerable collaboration among organization members and OD practitioners. It places heavy emphasis on data gathering
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BUS*2090*03 Team Report Winter 2011 Thursday, March 31, 2011 Johnson & Johnson – Socialization and Culture, and Organizational Structure Mathew Baptista Cassandra Dingli Sophia Jefferson Jessica Mighton Hayley Summers Daniel Vijayakumar SUMMARY Johnson & Johnson (“J&J”), one of the largest, well-known organizations in the world, produces products for consumer health care and for use by medical professionals in care and diagnostics. Some of their most recognizable brands include
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Operations to Compete • • • Operations Management ! systematic design, direction & control of processes that transform inputs into outputs Process ! activity(s) that transforms inputs into outputs Operation ! group of resources performing one or more processes Functional Areas of business (acquires!fin.!Resources&capital! for!input)! Finance* Material!&! Service! Inputs! Operations* (material!&!service!into! outputs)! !!!!!!!!!!!!!!Support!Functions! ! • Accounting! • Information!System
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product or service. Step three is explaining the importance of marketing for organizational success. The fourth step analyzes the factors of strengths, weaknesses, opportunities, threats, and trends (SWOTT) of the new product or service. Step five is the marketing research approach for developing the marketing strategy and tactics of the new product or service (Perreault, Cannon, & McCarty, 2011). Organizational Overview Team Charlie chose the Walmart organization for completing this assignment
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intelligence has everything to do with personal interaction and awareness of self. It is how we influence, how we collaborate, and how we make others feel. When we think of intellect we think of the ability of one to reason and to produce new, unique, and original ideas. Both of these seem like important characteristics of a leader, but which creates a more solid foundation for the transition from a leader to a highly effective leader and thus organizational success? IQ is Nothing Without EQ Daniel
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STRATEGIC HUMAN RESOURCE MANAGEMENT – HRM 3138 LECTURE NOTES 2AGEM Strategic management deals with the managerial aspect of strategy. A number of concepts that are often confused will have to be considered, namely, strategic decisions, strategy, and strategic management. 1. Strategic Decisions These are the decisions that affect the long-term well-being of the organisation. Such decisions involve major resource commitments and are difficult to reverse, implying a long-term commitment. Decisions
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