Study on Construction of Forestry Socialized Service Systems Based on Barnard's Organizational Structure Theory

Construction of forestry socialized service systems is the important content for reform of collective forestry tenure systems.Based on the necessity,possibility and problem of construction of forestry socialized service system,according to Barnard's Organizational Structure theory,the path and countermeasure of forestry socialized service system in China are discussed.

Design method of organizational structure for MAVs and UAVs heterogeneous team with adjustable autonomy

The increasingly complex battlefield environment requests much closer connection in a team having both manned and unmanned aerial vehicles(MAVs and UAVs). This special heterogeneous team structure causes demands for effective organizational structure design solutions. Implementing adjustable autonomy in the organizational structure, the expected evaluation function is established based on the physical resource, intelligent resource, network efficiency, network vulnerability and task execution reliability. According to the above constraints, together with interaction latency, decision-making information processing capacity, and decision-making latency, we aim to find a preferential organizational structure. The proposed organizational structure includes cooperative relationships, supervisory control relationships, and decision-making authorization relationships. In addition,by considering the influence on the intelligent support capabilities and the task execution reliability created by adjustable autonomy, it helps to build the proposed organizational structure designed with certain degree of flexibility to deal with the potential changes in the unpredictable battlefield environment. Simulation is conducted to confirm our design to be valid. And the method is still valid under different battlefield environments and interventions.

Process-oriented organizational structure and its application in real estate development enterprises in China

This paper analyzes the shortcomings of the current organizational structure of real estate development enterprises in China. Integrating the idea of Business Process Reengineering （BPR） with organizational reformation, the authors bring out a process-orlented organizational structure. A further study on the application of process-oriented organizational structure in real estate development enterprises is carried out in a test case. Using residence-development process as an example, the authors illustrate the composition and operation of the business process system of real estate development enterprises.

National Swine Genetic Improvement: An overview of essential program components and organizational structure needed for success

The swine industry in China is a thriving and evolving industry that has shown phenomenal growth over the past 10 years. To insure long term success and viability in a worldwide competitive industry such as pork, there is need for a National Swine Genetic Improvement Program. This program needs to draw on expertise and technology from across the world for its development, but it should be based on the structure of the pig industry in China and be led by Chinese scientists, administrators and producers. National Genetic Improvement requires more than just technology. A successful program of national genetic improvement will require cooperation from the industry and the government. The support for the university system is essential for the success of the pig industry. The university system has a vital role on education (of students, faculty, producers and consumers) as well as research and technology transfer. The government could also have a role in supporting the central test stations and AI stations across the country. An accurate and comprehensive pedigree maintenance system is essential to genetic improvement. And it will be vitally important to be active in the importation of new genetics to sample other populations.

Information Technology and Paradigm Shifting in Organizational Structure and Strategy

This paper examines the impacts of information technology (IT) on LDCs' competitive conditions, especially the impacts on intra-organization's linkage and technology capability formation via innovation, as the rising of the new paradigms of system integration. And some strategic implications are made.

IT Influence on Organizational Structure： Empirical Studies Among Polish Organizations

The paper describes information technologies （IT） role in organization---especially its influence on organizational structure. Article concerns the importance of analyzing IT acceptance, while describing IT in organization and points out that inadequate variable choice may influence validity of IT analysis. First part of the article describes both variables analyzed in presented research--IT dissemination and IT acceptance. It also presents how in theory IT can influence organizational structure. The main part of the article describes empirical studies conducted in order to verify if the influence of IT on the organizational structure exists. First, the main goal and methodology of the empirical studies are presented. Variables used to assess IT and organizational structure in organizations are discussed. Then, there is a description of research results--statistical correlation between analyzed variables and regression models is shown. Conclusion of the article is that IT can influence organizational structure, but the most important factor ensuring this influence is the actual use of IT by employees of the organization--their access to IT is not enough.

Enhancing the Efficiency of the Management of Real Estate Companies through Organizational Structures

The article represents research on ways to make the management of real estate companies more efficient, starting from their structural organization. The organizational structure of the enterprise is a basic component of the general structure of the company and reflects the “anatomy of the enterprise” and the way of its conception, detailing, and implementation directly influence the activities required to achieve the objectives of the enterprise. On closer examination of a series of organizational charts of real estate management companies, the author observed a tendency to use organizational structures that are inefficient. The main objectives of this article are to bring into the practice of real estate management a model of beneficial organizational structure, both for the real estate management companies and for the construction companies that, besides the building activity, also deal with the management of their own real estate, and to emphasize the particular importance of the organizational structure of the company. The appreciation of the organizational structure represents the process of knowledge, understanding, and explanation of the existing situation through a detailed analysis of the factors that influence its condition through: the enterprise development strategy;the type and complexity of services;the size of the enterprise;the quality of human resources;the changes that take place in the external environment of the company, and last but not least, the legal framework and the statutes of the enterprise.

Antecedents and performance consequences of governance structures in R&D alliances

Traditionally governance structures are classified into ＂hierarchy or market＂ or ＂equity or non-equity.＂ However,such classifications may not be effective in characterizing all governance structures of research and development（R D） alliances.Therefore,the first objective of this study is to investigate why there exist different organizational governance structures in managing R D alliances;the second objective of this study is to give strategic advice in choosing appropriate forms with respect to various characteristics of R D alliances.Through the theoretical lens that integrate both transaction cost economics（TCE） and the resource-based view（RBV）,a model that focuses on six major factors is developed for determining governance structure choices,namely,technological uncertainty,cultural difference,asset specificity,technology complementarity,appropriability of the individual firm＇s know-how,and trust.An R D alliance with higher technological uncertainty,larger cultural differences,and greater concerns for protecting an individual＇s know-how is more likely to adopt non-integrated alliances as the governing structure.An R D alliance with a higher degree of asset-specificity,greater technology complementarity and greater trust among partnering organizations is more likely to adopt integrated alliances as the governing structure;an R D alliance in the face of lower technological uncertainty will tend to adopt integrated alliances.The more aligned the choice of the governance structure with its determinants,the better the R D alliance will perform,and vice versa.

Understanding the Impact of Economic Crisis on the Distribution of Organizational Decision-Making Authority

Understanding the dynamics of decision making in the right way is an important problem for the management of organizations.In today’s business life organizations are becoming more complex,and the environments they are operating in,are becoming increasingly uncertain.The aim of this paper is to contribute to the understanding of the dynamics of managerial decision-making process in complex internal and external environments by sharing the results of an empirical study(Onuk,2009).While taking the levels of the organizational structure as one of the important dimensions of complex internal environment,complex external environment is reflected within the study as economic crisis.Using the survey tool developed by Onuk(2009),the empirical study realized in the Turkish organization of a large global company investigated decision-making process to understand how decision-making authority for different types of decisions,identified as strategic,tactical,and operational level decisions,was distributed throughout the organization levels,and how this distribution was impacted by economic crisis.The results of the study confirmed the following common expectations:(1)Strategic decisions are mostly taken at upper hierarchical levels of the organizational structure;(2)during times of economic crisis strategic decision making is centralized;and(3)during times of economic crisis distribution of decision-making authority is concentrated at upper management levels.

Problems and Suggestions for the Scientific Research Management System of Universities

The revolution of science and technology in the new era is rising.New industries,formats,and models led by information technology are emerging.Scientific research has entered the fourth data-intensive paradigm.As an important part of the science and technology innovation system,universities also have new requirements for their scientific research management system.In this article,it is suggested that the efficiency and quality of scientific research management in universities could be enhanced by reconstructing the organizational structure of scientific research management,improve the service capabilities of scientific research managers,perfecting the scientific research evaluation system,and innovating the management model of cross-research teams.

Reflections on Research and Development Management Innovation in Huawei Enterprises

As an advanced global provider of information and communication technology solutions,Huawei has always maintained a leading position in the ICT field and is committed to achieving a future information society and building a better fully connected world.Looking at the rapid development of Huawei,it is inseparable from its comprehensive and advanced enterprise management innovation concept,which is also one of the main reasons for helping Huawei become a world-class enterprise.“Huawei has not succeeded,it is just growing”is a famous quote from Ren Zhengfei,the main founder and president of Huawei.In the context of the rapid development of the Internet industry and information technology,enterprises must establish the concept of innovative development,implement innovation management,and create a good production and development environment.This paper analyzes the content of Huawei’s enterprise management innovation,including Huawei’s management philosophy,management mode,management status quo,and management innovation suggestions,understands and grasps the choice of enterprise management mode,learns advanced enterprise management experience,and provides reference for other enterprises to practice innovation management.

鲁豫两地慢性病防控机构组织架构健全程度

目的了解鲁豫两地慢性病防控组织架构健全程度,比较其差异并分析其变化趋势。方法对鲁豫两地慢性病防控政策与文献中的相关文段进行文本分析,量化测算慢性病防控机构组织架构健全程度,基于Spearman相关分析与线性回归分析探究健全程度与相关指标的关系。结果2010—2017年鲁豫两地慢性病防控机构组织架构总体健全程度分别由1.6%、11.5%上升到41.4%、52.4%。鲁豫两地慢性病防控机构组织架构健全程度与卫生总费用占国内生产总值(gross domestic product,GDP)比例、每千人口卫生人员数正相关。山东省卫生总费用占GDP的比例对总体健全程度变化的解释程度达92.3%,高于河南省的72.7%。山东省总体健全程度对每千人口卫生人员数变化的解释程度达91.8%,高于河南省的74.5%。河南省慢性病防控机构组织架构健全程度与高血压患病率负相关,总体健全程度对高血压患病率变化的解释程度为78.8%。结论鲁豫两地慢性病防控体系逐步完善,但存在职能交叉、力量分散等问题。建议构建“三位一体”的慢性病防控机制,促进慢性病防、治、管的整体融合,从政府层面构建稳定的经费渠道。

疫情期间非定点医院急诊管理的实践与思考

基于危机管理4R理论进行文献检索,结合医院的实际情况梳理管理难点,制定疫情期间非定点救治综合医院的急诊管理策略和流程。从急诊管理的组织架构、空间划分、诊疗流程、人员管理、院感防控、志愿服务等环节完善优化急诊管理流程,并在具体应用过程中不断调整。2022年3月28日-6月1日上海本轮疫情期间,复旦大学附属中山医院多次单日急诊接诊量超1000人,抢救室留观患者170余人,接诊救护车100余辆。2022年1-4月救护车接诊总量位列上海市第一。疫情期间中山医院在遵守上级部门不同阶段疫情防控相关要求的同时,优化急诊管理策略和流程,很好地保障和满足了急诊患者的就医需求。

TOWARDS SPATIAL LINKAGE PATTERNS OF INDUSTRIAL ORGANIZATIONS IN CHINA

The paper attempts to examine the relationships botween industrial organizations and their environments from an essentially spatial perspective and organizational theory, and inteqrate the generalizations derived from organizational theory and industrial geography o identify spatial linkage pattems created by the enterprises, both in the aggregate and individually These issues are organized around three elements. From the many organizational and environmental factors which might influence the spatial linkage patterns, six have been selected for analysis. These factors were highly correlated with value or volume of spatial linkages. Changes of spatial linkage pattems over time were analyzed based on a representative sample of the Nanjing Automotive Industrial Corporation, and findings with case studies were illustrated.

A Method for Assessing the Interaction Environment of Organizations

This paper presents a method for assessing the influence of the interaction environment of an organization. The interaction environment of an organization is composed of three elements： （1） the physical structure of the organization, including numbers of buildings, floors, common gathering areas, size, industry, and physical layout; （2） the information structure, consisting of the numbers and types of communication channels in the organization; and （3） the social structure, consisting of both individual-level assessments of the social environment of the organization as well as the organizational attempts to create a more social environment. This assessment tool has been tested in a large-scale study of organ donation campaigns in 46 organizations. Findings from this earlier test of the assessment tool demonstrate that interaction environment influences the way people communicate about, seek information about, and make decisions about health-related topics in organizations. Additionally, the individual elements of the interaction environment work in complex ways and also influence communication patterns and knowledge about health information. This paper details the procedures for using this assessment tool, methods for analyzing the findings, limitations of the tool, and areas in need of refinements and further researches.

Is ＂Happy Worker＂ More Productive

The hypothesis ＂happy productive worker＂ states that happy employees, whose needs are satisfied in their workplace, have greater performance than unhappy employees. Therefore, the purpose of this research is to examine empirically the effects that job satisfaction and well-being at work generate on the individual job performance, investigating the moderating role that the components of the organizational structure play in this relationship. To achieve the main objective, some secondary objectives were proposed： （1） test the predictive effect of well-being, satisfaction, personal, and professional variables on individual performance; and （2） test the moderating effect of the components of the organizational structure in the relationship among well-being, satisfaction, and individual job performance. This research originates of a consolidated statement for the business society, but very few empirical studies. This way, the hypothesis consisted in the components of the organizational structure will positively enhance the relationship among well-being at work, job satisfaction, and individual job performance. The final sample consisted of 134 participants, of a clinical laboratory and of federal court of justice. For the development of the questionnaire, four instruments were used; one for each construct. The proposal has four relationship variables and the statistical procedure used to test this hypothesis was multiple linear regressions. Considering the hypothetical theoretical model presented, personal and professional variables are predictors of job performance; thus, these variables were also included as independent variables. The results of the regression model showed that the variables ＂age＂, ＂well-being at work＂, ＂job satisfaction＂, and ＂components of organizational structure＂ are responsible for explaining 64% of the variance of the variable criteria and individual job performance The moderating role of the variable ＂components of organizational structure＂ was also observed, because its inclusion increased the explained variance of the dependent variable. After all the discussions developed, the two main contributions appear： （1） the predictive effect of well-being at work in relation to performance and （2） identifying the moderating effect of the components of the organizational structure.

Strategic Management Development From the State-Owned Company to the Private Company

The privatization of a firm entails a thoroughgoing process of reform that includes the introduction of new management practices. A review of the theoretical and empirical studies conducted allows us to confirm that a systematic analysis of the contextual, organizational and strategic factors that arise after a public company＇s privatization does not exist. This study explores the changes in strategic management that take place after a public company＇s privatization and proposes a theoretical global analysis model that facilitates their analysis. In order to confirm the theoretical propositions posed, the contemporary multiple case study was used as a research methodology. In particular, the changes experienced in the strategic management area in four privatized Spanish companies were investigated along the lines of a longitudinal analysis. The results of this study show that most theoretical propositions are confirmed or tend to be, according to the evidence shown by the firms in the sample. In addition, a comparative analysis of the different firms＇ behaviors by following the structure constructed on the basis of the three areas （strategies, objectives and organizational structure） leads to the conclusion that all these areas are relevant to the process of change in a privatized firm＇s strategic management.

The Effect of Organizational Structure on Extra-Role Behaviors： From the Perspective of Fairness Perceptions

This study uses a sample of 236 employees in 71 departments, and analyzes the data with a structural equation modeling （SEM）. Results support the theoretical framework of Van Dyne et al. （1995）, which proposed four specific extra-role behaviors categorized by two dimensions. The findings also support the assumption that organizational structure affects fairness perceptions and extra-role behaviors of employees. The mediation effect of fairness perceptions on the relationship between organizational structure and extra-role behaviors is supported partially.

Cruise enterprise strategic research of new media from the perspective of the Internet

From the origin of the modem cruise industry in 1960s, the media has been in the spread of the cruise culture has a pivotal position. In today＇s world, the new media has become an important means of human information dissemination. The so-called new media, refers to the fixed or mobile multimedia terminals through the digital communication and services to provide information and services. It is different from newspapers, magazines, radio, television and other traditional media forms, has become the fifth media＂. The new media has the characteristics of fast speed, wide spread, and the emergence of new media has led the revolution of information dissemination. Under the influence of new media, the spread of cruise tourism culture no longer stay in the traditional newspaper, printed brochures, advertising, Festival Promotion and so on, but through the micro Bo, micro channel, etc. new media cruise ship culture promotion. This paper will explore the role of new media in the development of the media and the culture of the cruise company.

The Effects of Organization Context, Investment Strategy, and Entry Mode on Management Performance： An Analysis of Taiwan Residents Enterprises in China Mainland

Among the top 1,000 Taiwan Residents enterprises in China listed by the database of Commercial Times in 2012, 763 of them witnessed revenue growth and 864 of them were in profits. This paper seeks to identify the reasons behind such a stellar performance by conducting an empirical study on the top 500 Taiwan Residents businesses in the database. The results suggest that： （1） the larger the investment into China, the better the business performances; （2） the higher the ownership by Taiwan Residents firms for the outward investments to China, the better the business performances; （3） compared to investments in IT, technology and machinery, the outward investments from Taiwan to China achieve better returns in commodity, energy, and mining; （4） compared to investments in Eastern, Central, and Western China, the investments in Chinese municipalities generate better returns.