Strategic Management: Organizational DesignTriune Global
There are a number of factors that differentiate small-business operations from large-business operations, one of which is the implementation of a formal organizational structure. Organizational structure is important for any growing company to provide guidance and clarity on specific human resources issues, such as managerial authority. Small-business owners should begin thinking about a formal structure early in the growth stage of their business.
Strategic Management: Organizational DesignTriune Global
There are a number of factors that differentiate small-business operations from large-business operations, one of which is the implementation of a formal organizational structure. Organizational structure is important for any growing company to provide guidance and clarity on specific human resources issues, such as managerial authority. Small-business owners should begin thinking about a formal structure early in the growth stage of their business.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
I am going to describe the organisation that businesses have while investigating the organisational structure of Tesco and British Red Cross, and how this structure helps to achieve their aims and objectives.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
I am going to describe the organisation that businesses have while investigating the organisational structure of Tesco and British Red Cross, and how this structure helps to achieve their aims and objectives.
Foundation of Organization Design (MGMT673)Reading Material Or.docxericbrooks84875
Foundation of Organization Design
(MGMT673)
Reading Material Organizational Structures
Types of Structures
There are many types of organizational structures. Each structure functions in different ways, demands different skills from employees, and is influenced by corporate size, strategy, culture, and the resources the organization has for managing the structure.
Organizations have been known to change their structure to meet market demands, only to discover that they overlooked something major, which is now derailing their work. For example, the computer system an organization had in place could not support the demands of the new structure, or other stakeholders (such as suppliers, government regulators, or employees) refused to work with the new structure. In many cases, an organization has been forced to return to its old structure at an enormous cost of both time and money. Though structural change should not be feared, all critical stakeholders must be in on the early stages of planning. This allows the consultants and management to understand both the intended, as well as the potential unintended, consequences of the new design.
The following are some basic organizational structures' strengths, weaknesses, and limitations.
Functional Organization
The functional organization is a widely used design and has existed since Roman times. Such an organization is generally broken into departments or divisions, such as manufacturing, sales, accounting, and human resources. The importance of the different structural units has emerged over time and can be determined by looking at the organization’s history. As functional organizations grew, they often added on new units or subunits. Like all organizational designs, the functional organization has strengths and weaknesses. The strength of the functional organization is that when the environments these organizations grow up in are stable, and the workforce is homogenous, these organizations work very well.
There is a challenge in functional organization design. Through the years, as organizational environments became more turbulent, as the work force became increasingly diversified, and as technology became more demanding and complicated, it also became more costly to keep the functional organizations performing well.
Divisional Organization
The divisional organization is built around products, services, geography, or customers, rather than functions. It came into being about the same time as the growth of the large American corporations and the early development of the mass markets.
Some of the strengths of divisional organizations are that they make accountability of managers easier, promote delegation, focus interest on the customer, and build departmental cohesion. Weaknesses of this structure are inefficiency and multiple demands on people, which increase stress and cause goal conflict. The latter is due to focusing on department objectives at the expense of the overall organization’s .
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
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Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
Tom Selleck Health: A Comprehensive Look at the Iconic Actor’s Wellness Journeygreendigital
Tom Selleck, an enduring figure in Hollywood. has captivated audiences for decades with his rugged charm, iconic moustache. and memorable roles in television and film. From his breakout role as Thomas Magnum in Magnum P.I. to his current portrayal of Frank Reagan in Blue Bloods. Selleck's career has spanned over 50 years. But beyond his professional achievements. fans have often been curious about Tom Selleck Health. especially as he has aged in the public eye.
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Introduction
Many have been interested in Tom Selleck health. not only because of his enduring presence on screen but also because of the challenges. and lifestyle choices he has faced and made over the years. This article delves into the various aspects of Tom Selleck health. exploring his fitness regimen, diet, mental health. and the challenges he has encountered as he ages. We'll look at how he maintains his well-being. the health issues he has faced, and his approach to ageing .
Early Life and Career
Childhood and Athletic Beginnings
Tom Selleck was born on January 29, 1945, in Detroit, Michigan, and grew up in Sherman Oaks, California. From an early age, he was involved in sports, particularly basketball. which played a significant role in his physical development. His athletic pursuits continued into college. where he attended the University of Southern California (USC) on a basketball scholarship. This early involvement in sports laid a strong foundation for his physical health and disciplined lifestyle.
Transition to Acting
Selleck's transition from an athlete to an actor came with its physical demands. His first significant role in "Magnum P.I." required him to perform various stunts and maintain a fit appearance. This role, which he played from 1980 to 1988. necessitated a rigorous fitness routine to meet the show's demands. setting the stage for his long-term commitment to health and wellness.
Fitness Regimen
Workout Routine
Tom Selleck health and fitness regimen has evolved. adapting to his changing roles and age. During his "Magnum, P.I." days. Selleck's workouts were intense and focused on building and maintaining muscle mass. His routine included weightlifting, cardiovascular exercises. and specific training for the stunts he performed on the show.
Selleck adjusted his fitness routine as he aged to suit his body's needs. Today, his workouts focus on maintaining flexibility, strength, and cardiovascular health. He incorporates low-impact exercises such as swimming, walking, and light weightlifting. This balanced approach helps him stay fit without putting undue strain on his joints and muscles.
Importance of Flexibility and Mobility
In recent years, Selleck has emphasized the importance of flexibility and mobility in his fitness regimen. Understanding the natural decline in muscle mass and joint flexibility with age. he includes stretching and yoga in his routine. These practices help prevent injuries, improve posture, and maintain mobilit
MANAGEMENT OF ATRIOVENTRICULAR CONDUCTION BLOCK.pdfJim Jacob Roy
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RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
2. Organizational design is a step-by-step methodology which identifies dysfunctional aspects of work flow, procedures,
structures and systems, realigns them to fit current business realities/goals and then develops plans to implement the new
changes. The process focuses on improving both the technical and people side of the business.
For most companies, the design process leads to a more effective organization design, significantly improved results
(profitability, customer service, internal operations), and employees who are empowered and committed to the business. The
hallmark of the design process is a comprehensive and holistic approach to organizational improvement that touches all
aspects of organizational life, so you can achieve
by design we’re talking about the integration of people with core business processes, technology and systems. A well-designed
organization ensures that the form of the organization matches its purpose or strategy, meets the challenges posed by business
realities and significantly increases the likelihood that the collective efforts of people will be succeed.
3.
4. Work Specialization
Work specialization is the first of the elements of organization structure. Business leaders must consider the job tasks and
specific duties associated with given positions. Dividing work tasks among different jobs and assigning them to definite
levels, is the role of work specialization elements. An example would be giving the first person in the assembly line the job of
putting the first three components together. The second person in the assembly line might then put the decals on the product,
and the third would put the item in the box.
Leaders should be careful to not overly specialize in any one job because this can lead to boredom and fatigue. This results in
slower work and even errors. Managers may have jobs assigned and adjust the roles depending on how specialized the job in
one area is.
Departmentalization and Compartments
Departmentalization and compartments are two other components of organizational design. Departments are often a group of
workers with the same overall functions. They are often broken down by broad categories such as functional, product,
geographical, process and customer. Common departments include accounting, manufacturing, customer service and sales.
Compartments might have teams with different department members that are put together for efficiency. For example, a
company delivering IT services to other businesses might have teams assigned to each company. Each team might have a
project manager, a graphic designer, a coding specialist, a security specialist, a client rep and service provide
5. Chain of Command
The chain of command is what the organizational chart typically illustrates. It shows who reports to who in the company's
human resources structure. Some companies have a more traditional hierarchy with very clear department leaders and
executives in charge. Other companies use a more fluid chain of command and structure where more people are considered
part of the same level of command on a cross-functional team.
There are pros and cons to any model. What is important is that employees know what is expected of them and how they get
information to flow to the proper channels. If an employee isn't sure who his direct supervisor is due to an unclear chain of
command, he might not properly relay the right information to the right party.
Span of Control
The span of control is the organizational design element that considers the capacity of any manager. There are limits to the
number of people one person can oversee and supervise. The span of control addresses this design element. If a manager has
too many people to oversee, he might lose his effectiveness and not recognize problems or successes.
. A span of four means that for every four managers, sixteen employees can be effectively managed. Other industries might
use a span of eight or another number that describes how the human resources directors need to disburse managers
6. Centralization and Decentralization
Centralization and decentralization are organizational design elements deciding the degree which decision-making is made at
one central level or at various levels by employees. For example, all major budget decisions would filter to the chief executive
officer and chief financial officer in a centralized fashion. Customer service decisions might be decentralized giving those
interacting with customer directions on how to handle issues but the authority to make certain decisions.
Formalization of Elements
Smaller organizations tend to have informal elements where large organizations formalize roles more specifically. The reason
smaller organizations use less formal standards is that employees may serve multiple roles as necessary. Bigger organizations
need to formalize elements to ensure the right stuff gets done on time and correctly.
Formalization might also be seen with specific job duties. For example, there may be a very specific way that payroll is done
to ensure that everyone gets paid on time, with the correct withholding. The sales department might not be very formalized,
and might allow each representative to find his organic process so that he may succeed
7. The design of an organization is often a critical enabler for the achievement of a company’s strategy and goals, ongoing
innovation, and streamlined operations. During our years of experience helping clients reorganize their operations, we have
identified seven mistakes made by companies.
1. Not knowing what you are trying to achieve
Before moving boxes and lines on an organization chart, it is important to know why you are doing the reorganization. Is it a
result of a merger, acquisition, or downsizing? Are you trying to reduce costs and improve efficiencies? Are you struggling
with performance issues? Are there too many direct reports, which may be impeding both employee development and
innovation? Is the reporting structure too complex? Clear guidelines that reflect what the goals of the new organization are
will help companies ensure that the redesigned organization will attain those stated goals.
2. Structuring an organization for specific personnel
It is not uncommon for key people within an organization to have tremendous influence due to their tenure, expertise, or
importance to certain client relationships. As a result, there is a risk that the preferences of the individual will become a
priority during organization design rather than the objectives and requirements of the business. It is incredibly important to
separate the organization design component from the actual selection of staff. Strategy should drive organization design, and
organization design determines the type of people who should be selected. If you design an organization based on the people,
the organization will not be set up most effectively to support the overall end objectives. Skill sets may not match future needs
and labor costs can be misaligned. suited.
8. 3. Breaking the circle of confidentiality
Itis incredibly important for participants involved in the redesign to keep project information inside the circle of
confidentiality. Revealing too much too soon to those outside the “Circle of Trust” can threaten an organization’s level of
engagement and overall productivity. The design of a new organization structure brings with it new roles, responsibilities, and
reporting relationships. These changes can encourage or discourage personnel, and therefore have the potential to threaten the
effectiveness of the new structure. The performance of individuals or entire departments can be compromised if people think
they will not have a job in the future organization, and this has a network effect on the rest of the organization. In addition,
organizations may lose their most talented individuals who feel uncertain about their future within the new organization, while
being highly sought after in the marketplace.
4. Bypassing a formal change management and communications plan
It is essential that a formal plan is developed to support the communication of the right information at the right point in the
process. Details about the new organization, along with details of the selection process, should be communicated as they are
finalized to all levels of the organization. This will help avoid surprise or confusion about the responsibilities and expectations
during the change. If rumors conflict with formal communication during the process, the legitimacy of the organization will be
jeopardized.