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Reflection on organizational development
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As demonstrated in figure 1, the IMIS is composed of sub systems that operate within the inter-ministerial arrangement. Through the establishment of an inter-sectors flow of information, the system links the Ministry of Higher Education with other government agencies that have interests in the higher educational sectors. The IMIS coordinates information resources and integrates the various sources into one harmonized system that serves the Ministry of Higher Education handling the high education matters.
4.4 Organizational Integration
Organizational integration is the linkages between different departments in an organization. It is defined as the extent to which independent units or components are connected to make a unified whole. The components include people, technology, processes, and may include departments, units, and corroborating agencies. Organization integration is characterized by both internal and external integration
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Integration is the degree to which various sub systems of an organization can be linked and have the ability to communicate to each other. The second approach is viewed as the linkage of two or more independent organizations that standardize their business processes to ease communication and sharing of information and data.
The chief goal of information system integration is to facilitate the exchange of and sharing of information within the established networks in an organization. Scholars have opined that integration encompasses three areas; domain, direction, and reach. The direction can either be vertical or horizontal. Reach is viewed as being intra-organization or intra-organization while the domain is viewed as being either function-wise, data-wise, or
Managers know the importance of having positive relationships with their employees. It boosts the company’s goals while the lack of any relationship with the workers may lead to losses in the business. Most managers rarely know that they are looked up to by many employees and, as such, should be careful with the actions they take. Lee b. Bolman & Terrence E. Deal, the authors of the book The Reframing Organizations, point out that the kind of measures taken in the business influences the employees acts and thoughts. In particular, this book gives insight to managers on how to relate to their subordinates. The discussion is carried out on the three parts of the book that highlight the missteps taken by managers as they try to improve their businesses.
Horizontal integration brings organizations under one organization, and system. Vertical integration brings together all or part of a production procedure under one management, the fundamental principle of vertical integration is supplying a set of health care services to satisfy the needs of individuals in a specific group.
The Meaning of Vertical and Horizontal Integration Horizontal integration is where an organisation owns two or more companies, on the same level of the buying chain. An example of this is the First Choice Group; they own First Choice Travel Agency and First Choice Hypermarket, both of which are on the same level of the buying chain. The advantage of horizontal integration is that it can increase the company’s market share. Another good example of this type of integration is when EasyJet purchased the airline Go from British Airways. Now EasyJet and Go both operate under the company name of EasyJet.
“Integration is a method of utilising more than one theory in the belief that by combining or integrating these theories the chance of a successful outcome for the client is increased.”
Chapter 7 goes into depth about the assimilation process. Assimilation refers to those ingoing behavioral and cognitive processes by which individuals join, become integrated into, and exit organization. The book describes it as a dual process. Half of the process is due to the organization trying to influence the adaptation of individuals through formal and informal socialization processes. The second part is individualization, where the employee tries to change some aspects of the organization to accommodate his or her needs, abilities and desires on the job. This chapter will further discuss how socialization and individualization become integrated into an organization.
In the business world today, technology is becoming an essential staple. Every big business relies on it one way or another. More importantly than just technology itself, the use of management information systems is what guides a company in terms of catering to its customers and knowing what moves to make next. Management information systems (MIS) can be defined is the study of people, technology, and organizations (What is MIS?). However, that is a very general definition because there is a lot more that comes out of the use of these MIS systems.
The Different Ways Organizations Can Be Structured and Operated There are four major ways a company - organization can be structured and operate. P.C.G (o) Ltd I would dare say that is structured and operates with the functional structure. In order to make it clear and understandable I am analyzing here below the four ways that organizations can structure and operate. We will observe that all four structures have there advantages and disadvantages. In order also to assist you understand better the differences of the four ways that organizations can be structured see in Page 4 & 5 Figures 1,2,3 which are the layout of the organization charts for each structure: 1.
Earlier research by Bhattacharya and Sen (2004) showed that informing stakeholders is the only way to positively influence the attitude and behaviour of stakeholders regarding the organization and its CSR policies and/or business activities. Positively influence of the attitude and behaviour of stakeholders is also important organisations want to attract highly skilled and qualified workers. This is important because “the success of a business ultimately relies on the type of employees who work there (Blackman, 2006, p. 367)”.
In their 2005 book, Understanding and Managing: Organizational Behavior, Jennifer George and Gareth Jones define organizational structure as "the formal system of task and reporting relationships that controls, coordinates, and motivates employees so that they cooperate and work together to achieve an organization's goals." A logical consequence to an organization's structure is the resulting culture, which George and Jones further define as "the set of shared values, beliefs, and norms that influences the way employees think, feel, and behave toward each other and toward people outside the organization." Finding the right structure for one's organization is vital to its strength and longevity. Appropriate structures are commonly found by trial and error; most continue to evolve as the organization enters different stages of its existence. Structures are defined and redefined in accordance with the organization's strengths and weaknesses, maximizing one while attempting to decrease the other. Over the course of change of structural eras', so too will the culture change.
According to Hatch and Cunliffe (2006), there are three major perspectives about the study of organization theory (OT): modern, symbolic interpretive, and postmodern. Each of these perspectives comes with its own assumptions and methodologies. Hatch and Cunliffe provided an introduction text about the concepts and characteristics of the three OT perspectives. Tsoukas and Knudsen also compiled a comprehensive handbook summarizing all facets of the meta-theoretical perspectives. In this post the writer will discuss the basic concepts of three perspectives, present Hatch and Cunliffe’s reasons why a multiple perspectives approach to organization theory is important, and compare Tsoukas and Knudsen’s introduction to the Hatch and Cunliffe introduction in their books.
The design of a company affects every aspect of the business such as the way its members communicate, how decisions are made, and how the work is delegated, etcetera (Dictionary.com, 2006). This layout is known as the organization structure formally defined by Wikipedia (2006) as, "the way in which the interrelated groups of an organization are constructed. From a managerial point of view the main concerns are ensuring effective communication and coordination." In respects to project management there are three primary organizational break downs they are functional structure, pure project structure, and matrix structure. We will take a look into each of these structures to better identify the similarities and differences between them.
On March 14, the chairman of the Boards Bill Bailey and Scott Parker along with Directors Anne Ewers and Keith Lockhart publicly announced a merger proposal of the Utah Opera and the Utah Symphony. If the vote for the proposal on July 8th is in favor of the merger, Anne Ewers has been approached with the opportunity to become the CEO of the merged organization. There are many issues that must be considered going forward with the merger process. Many members of the organizations and the community are not in favor. In order for the merger to be successful, this analysis document is designed to help Ms. Ewers think through issues that may result from the merger process.
Therefore, AIS has several roles. A main role is to integrate all information system for effective management within a company, connecting different departments with relevant information. Another role is to assist the organisation to make decisions by preparing different reports and evaluating information. It also provides a company with a control and safeguard internal information ((Kim and Solomon 2006).
Integration and differentiation are systems that stand for general dialectical processes of constant and change. An integrated system is which an individual part is that cover the system true form successfully interconnected and reinforced. To integrate an item means to organize and incorporate different parts creatively breaking the rules to somehow make something that originally separate work great together. The differentiate system has a unique function that cannot be changed or molded. To differentiate is to be bias toward different parts that are unique to themselves.
One important component needed for a cohesive work environment is relationships. Relationships help keep an organization together, and also provide a healthy and comfortable environment for the employees. Relationships bring personal cohesiveness, and personal support within an organization. There are different components that contribute to healthy relationships. They include the flow of communication, methods used to communicate, the way members communicate, the way conflict is handled, and the support and openness of the members.