Approaches to changing organizational structure: The effect of drivers and communication

Král, Pavel; Králová, Věra

doi:10.1016/j.jbusres.2016.04.099

Cited by 64 publications

(55 citation statements)

References 42 publications

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“…It might also increase employees' sense of organizational commitment and their trust in supervisors and co-workers, reduce the sense of the existence of a distance between subordinates and supervisors, ensure a higher degree of readiness to accept changes and obtain feedback on the quality of performed business tasks and proposals for changes. Besides, it might also reduce the cultural distance in international cooperation (Men, 2015;Jacobs, Yu & Chavez, 2016;Král & Králová, 2016;Malhotra & Ackfeldt, 2016;Solaja, Idowu & James, 2016). Organizational communication also plays an important role in raising employees' motivation by allowing them to express their feelings (Posey, Roberts & Lowry, 2015;Ramadanty & Martinus, 2016).…”

Section: Organizational Communicationmentioning

confidence: 99%

“…Nowadays, this is no longer the case and the informal aspect of communication is considered as significant and unavoidable for achieving employees' satisfaction (Ruben & Gigliotti, 2017). Directive (authoritarian) and controlled communication is still directed from the management towards employees, although certain upstream mechanisms, such as 'boxes for suggestions' or 'complaint systems', are increasingly implemented in the organizational environment (Král & Králová, 2016;Ruben & Gigliotti, 2017). The main goals of communication are expanded, from those suggesting that communication should only provide a transfer of instructions on business tasks to the creation of the communication that ensures that employees feel needed and satisfied within their business environment.…”

Section: Organizational Communicationmentioning

confidence: 99%

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The importance of sociodemographic characteristics and personality dimensions for communication satisfaction

Nedeljković-Knežević¹,

Mijatov²,

Nedeljković³

2019

Ekon horizonti

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The subject matter of this research study is the importance of the sociodemographic characteristics and the personality dimensions of employees for communication satisfaction. This study is aimed at determining the significant influences and correlations between the main constructs within the research study conducted on a sample of 119 employees. The obtained results have shown that, except for the gender structure of the respondents, the other examined sociodemographic characteristics have an influence on certain dimensions of communication satisfaction. Correlations were also identified between certain personality dimensions and the dimensions of communication satisfaction. The research results have numerous practical implications. The quality of the interpersonal relationships between highly-educated employees and their supervisors needs to be improved by providing a greater autonomy and complex working tasks. It is also necessary to improve the bottom-up communication process for the purpose of enabling subordinates to express their ideas without barriers. Finally, it is recommended that employees with a high level of the personality dimensions 'Openness to new experiences' and 'Extraversion' should be in the positions in which they could achieve the best results.

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Section: Organizational Communicationmentioning

confidence: 99%

Section: Organizational Communicationmentioning

confidence: 99%

The importance of sociodemographic characteristics and personality dimensions for communication satisfaction

Nedeljković-Knežević¹,

Mijatov²,

Nedeljković³

2019

Ekon horizonti

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“…Þrátt fyrir mikilvaegið er athyglisvert að stjórnskipulag virðist vera vanrannsakað fyrirbaeri. Helstu heimildir um stjórnskipulag fyrirtaekja og stofnana eru orðnar gamlar og þaer er oft að finna í bókum frekar en tímaritsgreinum (Král og Králova, 2016). Algengt er að fjallað sé um stjórnskipu-lag sem undirþátt í ritverkum sem eru að taka fyrir mikilvaega þaetti í árangursríkum rekstri fyrirtaekja og stofnana (Worren, 2012;Johnson o.fl., 2014).…”

Section: Inngangurunclassified

Skipulag fyrirtækja á Íslandi fyrir og eftir hrun

Steinþórsson¹,

Þórarinsdóttir²,

Svansson³

2018

TVE

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ÁgripViðfangsefni greinarinnar er þróun á skipulagi fyrirtaekja á Íslandi fyrir og eftir fjármálahrunið árið 2008. Byggt er á rannsóknum í verkefninu Innform á Íslandi, annars vegar frá 2004 til 2007 og hins vegar frá 2010 til 2014. Einnig er gerður samanburður á milli fimm rannsókna sem gerðar hafa verið um skipulag fyrirtaekja á Íslandi á árunum fyrir og eftir hrun. Markmið greinarinnar er að lýsa megineinkennum á stjórnskipulagi íslenskra fyrirtaekja og gera grein fyrir þróun á skipulagi þeirra. Jafnframt er markmiðið að kanna hvort sjá megi breytingar á skipulagi íslenskra fyrirtaekja eftir efnahagshrunið 2008 á ýmsum stjórnunarþáttum sem tengjast skipulagi. Helstu niðurstöður gefa vísbendingar um að stjórnskipulag ís-lenskra fyrirtaekja hafi tekið nokkrum breytingum og að áhersla á innri ferla og skilvirkni sé meiri. Umboðsveiting hefur aukist og sú breyting tengist aukningu á fléttu-og verkefnaskipulagi. Rannsóknirnar sýna að flest stór íslensk fyrirtaeki notast baeði við afurðaskipulag og starfaskipulag, sem gefur vísbendingu um blandað skipulag. Starfaskipulag er hins vegar ríkjandi skipulagsform þegar litið er til baeði smaerri og staerri fyrirtaekja. Það virðist hafa verið millibilsástand hjá fyrirtaekjum á Íslandi varðandi stjórnskipulag fyrst eftir hrun þar sem áhersla aeðstu stjórnenda á formlegt skipulag minnkaði tímabundið. AbstractThis paper discusses the development of organizational structure in Icelandic enterprises before and after the economic crash in 2008. This is built on data compiled in the Innform research project in Iceland, first from the pre-crash years 2004 to 2007 and second the post-crash years 2010 to 2014. A comparison is also drawn up with an overview of the five published research results about the structure of Icelandic companies in the period of 2004-2016. The purpose of this article is to describe the main characteristics of the organizational structure of Icelandic companies and their evolution. At the same time the aim is to look for changes after the economic crash in 2008 on different management practices related to organizational structure. The main findings point to the direction that organizational structure has partly changed. Especially with more focus on effectiveness and internal processes. Empowerment has increased with correlation to matrix structure and project structure which are increasingly in use. Previous research shows that most big Icelandic companies are using both functional and divisional structure, that relates

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“…Organisational structures have been discussed in the context of its characteristic composition (Ahmady & Mehrpour, Maryam Nikooravesh, 2016), its influence on communication (Král & Králová, 2016) and strategy implementation (Hyväri, 2016), amongst others. However, literature to substantiate the influence of matrix organizational structures on procurement is very limited.…”

Section: Matrix Mining Organizationsmentioning

confidence: 99%

Exploring the Effects of Centralised Procurement on Projects in South African Matrix Mining Organizations

Milanzi

Bond-Barnard

2017

PMI Australia Conference 2017

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Approaches to changing organizational structure: The effect of drivers and communication

Cited by 64 publications

References 42 publications

The importance of sociodemographic characteristics and personality dimensions for communication satisfaction

The importance of sociodemographic characteristics and personality dimensions for communication satisfaction

Skipulag fyrirtækja á Íslandi fyrir og eftir hrun

Exploring the Effects of Centralised Procurement on Projects in South African Matrix Mining Organizations

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