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Organizational architecture, also known as organizational design, is a field concerned with the creation of roles, processes, and formal reporting relationships in an organization. It refers to architecture metaphorically, as a structure which fleshes out the organizations. The various features of a business's organizational architecture has to ...
An organizational structure defines how activities such as task allocation, coordination, and supervision are directed toward the achievement of organizational aims. [1] Organizational structure affects organizational action and provides the foundation on which standard operating procedures and routines rest. It determines which individuals get ...
In the business sector, business architecture is a discipline [citation needed] that "represents holistic, multidimensional business views of: capabilities, end‐to‐end value delivery, information, and organizational structure; and the relationships among these business views and strategies, products, policies, initiatives, and stakeholders ."
t. e. Organization development ( OD) is the study and implementation of practices, systems, and techniques that affect organizational change. The goal of which is to modify a group's/organization's performance and/or culture. The anizational changes are typically initiated by the group's stakeholders.
Organizational analysis. In organizational theory, organizational analysis or industrial analysis is the process of reviewing the development, work environment, personnel, and operation of a business or another type of association. [1] This review is often performed in response to crisis, but may also be carried out as part of a demonstration ...
The organizational life cycle is the life cycle of an organization from its creation to its termination. [1] It also refers to the expected sequence of advancements experienced by an organization, as opposed to a randomized occurrence of events. [2] The relevance of a biological life cycle relating to the growth of an organization, was ...
In the contingency theory on the organization, it states that there is no universal or one best way to manage an organization. Secondly, the organizational design and its subsystems must "fit" with the environment and lastly, effective organizations must not only have a proper "fit" with the environment, but also between its subsystems. 2.
DEMO is a methodology for designing, organizing and linking organizations. Central concept is the "communicative action": communication is considered essential for the functioning of organizations. Agreements between employees, customers and suppliers are indeed created to communicate. The same is true for the acceptance of the results supplied.