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The thesis deals with the organization structure of the Diocese Charity in České Budějovice (DCH ČB) as viewed through the eyes of social workers who are involved in the projects which DCH ČB arches over. In the introductory part of the thesis there is a description of the contemporary state of social work and the position of social workers in our post-modern society where social workers prefer to work in smaller communities where they can more easily adapt and co-form the rules for the organization and share ideas with people who have similar attitude to social work and how to control and carry it out the best. In connection with the outcome of the study there is a more detailed description of the organization structure of the DCH ČB which was set up according to Scheiner's formation of organization structures. In accordance with the organization structure there is a contemplation whether the DCH ČB does not have a tendency to incline towards ideological management without a possibility for the social workers to co-form the rules and have some autonomy in the projects of the DCH ČB, while the DCH ČB is in a position of an Ideological Hegemon.

Bachelor thesis is focused on utilization of process management in selected company. The theoretical part of the thesis contains information and process management information, which was obtained by study of professional literature, where all the procedures and analyzes are presented. Process management in companies is important not only for the company itself but also for the final customer for which it represents added value. The practical part of the thesis describes the chosen company HOKAR SPEDITION s.r.o. It is a company engaged in the transport of goods in national and international freight transport. The aim of this bachelor thesis is description of selected processes in the given company, evaluation of their level and eventual proposal of their redesign using methods and procedures of process control. The output of the thesis is suggestions for improvement of certain processes in the transport of goods. The proposal for possible improvement is described in a separate chapter.

Обґрунтовано необхідність визначення і нормативного закріплення статусу кредитних, клієнтських та депозитних підрозділів банку як «ризиковиків» або «продуктовиків», або продавців продуктів. Доведено необхідність уточнення завдань і відповідальності «розробників» і «ризиковиків» у частині управління ризиками на відміну від компілювання розрізнених і не систематизованих інформаційних потоків. Запропоновано розширення повноважень департаменту розвитку бізнесу шляхом декомпозиції його функцій між підрозділами з блоків «продажі» і «продукти». Удосконалено варіант організаційної структури банку «Незалежність розвитку», що базується на адміністративному суверенітеті підрозділів, відповідальних за створення і продажі продуктів. Розроблено науково-методичні положення щодо обґрунтування вибору варіанту організаційної структури управління банком з виокремленням комплексу функціональних блоків, які відповідають за основні бізнес-процеси. На початковому етапі функціонування бізнесу запропоновано створення комітету з розвитку бізнесу у відповідному організаційному складі, з відповідними функціями і повноваженнями для підвищення ефективності та стандартизації розвитку банку. The necessity of defining the status of regulatory consolidation and credit units, customer units and divisions of the bank deposit products as sellers. The necessity of clarifying tasks and responsibilities of units that deals with development of products in risk management. The author proposed to empower the Department of Business Development, by the decomposition of its functions between the departments of the units 'sale' and 'products'. Improved version of the organizational and functional structure of "Independence development", based on the sovereignty administrative units responsible for creating and selling products. The scientific-methodical provisions on justification of the choice option of the organizational structure of the bank management form the complex functional units responsible for key business processes. Initially, the operation of the business proposed creation of a committee of business development in the appropriate organizational structure, with the respective functions and powers to improve the efficiency and standardization of the bank. Обоснована необходимость определения и нормативного закрепления статуса кредитных, клиентских и депозитных подразделений банка как «рисковиков» или «продуктовиков», или продавцов продуктов. Доказана необходимость уточнения задач и ответственности «разработчиков» и «рисковиков» в части управления рисками в отличие от компиляции разрозненных и не систематизированных информационных потоков. Предложено расширение полномочий департамента развития бизнеса путем декомпозиции его функций между подразделениями из блоков «продажи» и «продукты». Усовершенствован вариант организационной структуры банка «Независимость развития», основанный на административном суверенитете подразделений, ответственных за создание и продажи продуктов. Разработаны научно-методические положения по обоснованию выбора варианта организационной структуры управления банком с выделением комплекса функциональных блоков, отвечающих за основные бизнес-процессы. На начальном этапе функционирования бизнеса предложено создание комитета по развитию бизнеса в соответствующем организационном составе, с соответствующими функциями и полномочиями для повышения эффективности и стандартизации развития банка.

The work is focused on the use of process management in small and medium-sized enterprises because nowadays the processing management becomes a new way of management in successful companies. It deals with its importance within the modern management conception. The theoretical part/literature search explains important terms about management, the progress of the process management and its principles and sorts of changes in the transition from the functional to process management. The practical part presents the company basic characteristics, organization structure and working positions. Some processes are chosen and described in detail. The analysis shows working operations in printing company ORICON. The work concludes with flowcharts and processing maps. Thanks to implementation the Quality Management System in 2011, every process in company are superintended by employees. There is no possibility for making big mistakes. The processes are made effectively in time with low costs. The recommendation lays mainly in investing to the missing marketing department in order to increase an interest of new potential customers. A new process called TCS (Total Customer Satisfaction) was made. It makes better situation of costumer relationship and organization of business processes. Next recommendation is related to the technical training for leading workers. The main aim is to make costs lower and safe some money. Their new experience are given to the other employees in the next step.

In 1994, a Ph.D-study started regarding pharmacy, organization and management (APOM) in the Netherlands. The APOM-project deals with the structuring and steering of pharmacy organization. This article describes the summary of the empirical results of a survey in a relatively I ge sample (n = 169). Generalization to the population of pharmacies in the Netherlands was made. Thought results comprised a total number of seven clusters of priorities of pharmacy mixes. Most pharmacy managers were observed with product and customer activities in the first position; pharmaceutical and customer activities were perceived as the most important. Action results comprised a total number of five clusters of activities of pharmacy mixes. Most pharmacy managers were observed with product and process activities in the first position; pharmaceutical and process activities were performed most frequently. The results showed that the traditional conception of the work in the community pharmacy is still vividly present.

Industrialization of construction is a business strategy to significantly improve competitiveness. However, the organization structure of the construction firms needs to support the new production system. The knowledge on why and how this business development can be accomplished is scarce, both within academia and in business practice. This research seeks to fill this knowledge gap. The purpose of organization structure and the production system have is to coordinate the firm’s processes and control the work performing resources. Information is one of the most fundamental dimensions for steering and controlling the work. The different information types are determined by the firm’s product customization strategy and the production system flexibility. Further, diverse information types are managed in different extent by the organizational steering mechanisms. Consequently, firms with dissimilar customization strategy or production flexibility should organizationally be designed differently in order to be efficient. The developed model identifies four generic production topologies: “engineer-to-order” (ETO), “manufacture-to-order” (MTO), “assembly-to-order” (ATO), and “make-standard-products” (MSP). The differences between the topologies can be related to the location of the “customer-order-decoupling-point” (CODP) in the product realization process; and to what extent the upstream and downstream processes continuously use stored information or process information to accomplish the work of each product order. The model predicts which organization structure mechanisms that should be used for which processes for each production topology. It is the specific configuration of the mechanisms that gives each production topology their organizational capability. The model has been validated by case studies in four organizations, each representing one of the four generic production topologies. Three cases considered housing and one studied truck manufacturing. It has been shown that the conventional housing firms have an ETO-production topology, while industrialized housing firms belonging to one of the others, i.e. MTO, ATO or MSP. The reason is that ETO-firms rely on crafts-based production to manage the work, while the other topologies base their steering mechanisms on industrial principles. These two types of production are fundamentally different, which also explain the need for different organization structures. The research complements previous knowledge and significantly increases the ability to predict, analyze and explain an organization’s design and behavior. The model can be used in practice to guide business development work and performance improvement programs. Research funder: SBUF (The development fund of the Swedish construction industry). QC 20131113

The prolific use of social media tools such as blogs and wikis is leading several organizations to adopt these tools. However, success of social media depends on its use by employees to share and seek knowledge. Based on a unique data set obtained from a large multi-national corporation, I examined three different aspects of knowledge seeking and sharing. First, I investigated two-sided network externalities on seeking and sharing. My analysis shows that significant network externalities occur not only at the demand side, which has been the primary focus in prior literature, but also at the supply as well as cross-sides (from supply to demand as well as from demand to supply). Second, I also explored the impact of hierarchical and geographical distribution on knowledge seeking and sharing. My results show that how a firm is structurally organized can yield different influences on the use of corporate social media based on whether the employee is seeking or sharing. Finally, I investigated the impact of social capital. New insights are captured in how different dimensions of social capital influence employee use of corporate social media for seeking and sharing knowledge within the organization.

This paper analyses Organization Development, thinking of structure as important factor for company competitiveness. In this paper author analyzes the change process as core point in building company structure, the level of responsiveness of organizational structure to external and internal environment fluctuations is becoming crucial nowadays. The process of change is in focus as external environment is becoming more and more dynamic and unpredictable.

Veliko podjetij želi izboljšati svoje poslovanje zato smo mnenja, da je sprememba organizacijske strukture nujna. S pravilno zastavljenimi cilji ter načrtno izbranimi načini in pristopi lahko podjetje tudi v kriznem obdobju uspešno premaguje ovire. Sprememba organizacijske strukture predstavlja korenite spremembe, v večini primerov pa so povezane s poslovanjem podjetja, tako znotraj kot tudi navzven. Organizacijska struktura predstavlja sliko podjetja in v njem razporejene vloge, ter dolžnosti in odgovornosti zaposlenih. V njej morajo biti jasno izražene povezave nadrejeni-podrejeni. Vendar pa struktura predstavlja širok pojem v delovanju organizacije, zato smo v okviru magistrskega dela predstavili nam najpomembnejše lastnosti, ki na kakršenkoli način označujejo organizacijo in organizacijsko strukturo. Te spremembe se pojavljajo tako v manjših podjetjih, kot tudi v velikih podjetjih, vendar pa vse v osnovi potekajo na podoben način. To pomeni, da je pred vsakimi spremembi potrebno nujno proučiti trenutno stanje, kakor tudi pripraviti plan sprememb, ki bo vodilo k njegovemu uresničevanju. S pomočjo plana se začrta pot izvajanja sprememb. Vendar pa se v podjetjih vse premalo zavedajo, da je tako zahtevne spremembe potrebno prepustiti strokovnjakom na omenjenem področju, ki s pravim pristopom in načinom dela prepoznajo sleherno točko, v kateri se lahko pojavijo težave. S pomočjo različnih avtorjev smo predstavili pomen in značilnosti organizacijske strukture, ki nas je spremljala skozi celotno drugo poglavje, v katerem smo podrobno predstavili tudi najpomembnejše organizacijske strukture. Velik poudarek smo namenili prav poglavju organizacijske spremembe podjetja, saj smo v njem želeli predstaviti osnovne značilnosti, kako in na kakšen način se dejansko lotiti omenjenih sprememb. S tem poglavjem smo tudi zaključili prvi del. Drugi del je bil v celoti namenjen predlogu spremembe organizacijske strukture in izboljšanju poslovanju podjetja »X. Ta del je v začetku zajemal predstavitev podjetja z obstoječo organizacijsko strukturo. V nadaljevanju pa smo podrobno predstavili izbran problem, ter rešitve za katere smo prepričani, da se morajo v podjetju nujno izvesti, saj le na podlagi teh uspešno izvedemo celoten projekt. Predstavili smo tudi novo organizacijsko strukturo, ki bo pripomogla k nedvomno boljši povezanosti zaposlenih in, glavnemu cilju, izboljšanju poslovanja podjetja »X«. Mnenja smo da, ko bodo ljudje spoznali, da sprememba organizacijske strukture ne prinaša le slabosti v podjetje, temveč da je to želja k izboljšanju in ohranjanju podjetja, šele takrat bomo dobili vso potrebno podporo tudi širše družbe. Do takrat pa bodo še tako optimistične napovedi »teama strokovnjakov sprememb« za zaposlene le pesimistične napovedi in strmenje v prihodnost.. As many companies want to improve their business we think the change of the organizational structure is necessary. With correctly set goals as well as directly chosen ways and approaches the company can successfully overcome obstacles even in the times of a crisis. The change of the organizational structure presents radical changes, mostly connected with the company’s management, on the outside and the inside. The organizational structure represents the picture of a company and the arranged parts in it, as well as the obligations and responsibilities of the employees. It must contain evidently expressed connections superior – inferior. However, the structure represents a wide concept in the activity of the organization and therefore, as a concept of our master’s thesis, we introduced for us the most important features that in any kind of way label the organization and the organizational structure. The changes emerge in both, small and large companies, but basically they lapse in a similar way. This means that with every change there needs to be a research of the current state as well as a prepared plan of the changes that lead to its realization. The path of the realization is determined with the help of a plan. However, there is little awareness in the companies that this demanding changes need to be left to the professionals on the field mentioned, who with the right approach and their way of process recognize every spot of a possible problem. With the help of various authors we presented the meaning and features of the organizational structure that guided us through the whole second chapter where we also introduced the most important organizational structures. We put a great emphasis on a chapter on the organizational changes of a company as we wanted to present the basic features like how and in what way you should begin with the mentioned changes. With this chapter we finished the first part. The second part as whole is intended for the preposition on changes of the organizational structure and the business improvement of company “X”. Firstly, this part captured the presentation of a company with the existent organizational structure. Later on, we presented the chosen problem in detail and the solutions, in which we were sure need to urgently be carried out, as only this is how we can successfully perform the whole project. We also introduced a new organizational structure that definitely helped with the better connection of the employees and, as a main goal, in improving the business of the company “X”. We think people will acknowledge that the change of the organizational structure does not bring only the downside but if there is a will for improvement and the preservation of the company only then we will get all the necessary support from the wider society. Until then, even the most optimistic predictions for the employees by the “team of change experts” remain the pessimistic predictions and a stare into the future.

Hotel business rapidly expands in the Czech Republic over the last two decades. One of the main reasons is the interest of foreign customers to discover previously unknown beauty of our country. In recent years, however, the hotel business deals with a difficult situation because of the economic crisis. Bachelor thesis deals with evaluation of the organization and management of the selected accommodation facility, focusing primarily on its running during the current economic crisis. Selected accommodation facility is Olympic Hotel in Prague-Karlin. The main objective of this work is to analyze the organization and management of Olympic Hotel based on theoretical knowledge of field literature and the practical experience obtained during the working experience in the hotel. Part of the analysis is also a general assessment of the current situation in the tourism market. According to the outputs of the analysis, we worked out specific suggestions leading to an improvement of running of the hotel. This suggestions can solve slight shortcomings of successful organization and management of Olympik Hotel.

The object of bachelor thesis is evaluation of the current organization and running of Hotel Jenerálka a.s. and at the same time proposal of arrangements on the basis of made analysis which might help to prove its operation in the future. Proposed arrangements should lead to a greater satisfaction of both guests and employees of the hotel. The main used method is observation which is made on the basis of work training in the particular hotel. The other method used consists of comparison. We will mainly compare development of rates in chosen years. Statistic data collection and sorting and its consecutive evaluation form the final part of thesis. To get the most precise and the most detailed information we will consult the situation of the hotel with a specialist, to be specific with Hotel Manager and Front Office Manger of Hotel Jenerálka. Due to comprehension of given topic we focused on a marketing strategy, organization structure and SWOT analysis. According to the results of the analysis were worked up specific suggestions leading to an improvement. These suggestions were handed over to a management of Hotel Jenerálka to review them and eventually implement as well. We are talking mainly about higher effectiveness of the Top Management and introduction of complimentary services. We can undoubtedly consider contribution the graphic illustration of the occupancy in particular years. Thanks to this graphic illustration is the progress of rates more obvious. Suggested arrangements from the view of employee are contribution as well because of employee knows the situation in the hotel better then unbiased beholder.