The defining attributes of the 21st-century economy and fourth industrial revolution are innovation, technology, globalization, and a rapid pace of change. Therefore, an organization's capacity to enhance the capabilities of its workforce and create a culture of continuous learning are vital to remaining competitive. These trends make an effective learning-and-development (L&D) function more critical than ever. This compendium of articles, from L&D professionals at McKinsey & Company, discusses every facet of professional development and training-from ensuring that L&D's efforts are closely aligned with business strategy to elements of advancing the L&D function, designing learning solutions, deploying digital learning, executing flawlessly, measuring impact, and ensuring good governance. For L&D professionals seeking to hone their organization's efforts, Elevating Learning & Development: Insights and Practical Guidance from the Field is the ideal resource.

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The creation of rules that govern processes or behavior is essential to any organization, but these rules are often maligned for creating inefficiencies. This book provides the first comprehensive portrait of rules in public organizations and seeks to find the balance between rules that create red tape and rules that help public organizations function effectively, what the author calls “green tape.” Drawing on a decade of original research and interdisciplinary scholarship, Leisha DeHart-Davis builds a framework of three perspectives on rules: the organizational perspective, which sees rules as a tool for achieving managerial goals and organizational functions; the individual perspective, which examines how rule design and implementation affect employees; and the behavioral perspective, which explores human responses to the intersection of the first two perspectives. The book then considers the effectiveness of rules, applying these perspectives to a case study of employee grievance policies in North Carolina local government. Finally, the book concludes by outlining five attributes of effective rules—green tape—to guide future rule creation in public organizations. It applies green tape principles to the Five-Second Rule, a crowd control policy Missouri police implemented in the wake of protests following the Michael Brown shooting. Government managers and scholars of public administration will benefit from DeHart-Davis’s investigation and guidance.

A version of the OpenStax text

ABSTRACT: While there exists extensive research in the area of public relations roles, as well as the arena of organizational structure, little research focuses on the relationship between organizational structure and the role of the public relations practitioner in the organization. This study will provide a review of the different types of organizational structures, as well as a review of public relations practitioner roles. Organization theory literature supplies information on the characteristics of each structure, including levels of complexity and decentralization involved in each organizational type. Public relations literature includes research that aids in formulation of role classifications that may be assumed by the practitioner.

Synthesizes the empirical literature on organizationalstructuring to answer the question of how organizations structure themselves --how they resolve needed coordination and division of labor. Organizationalstructuring is defined as the sum total of the ways in which an organizationdivides and coordinates its labor into distinct tasks. Further analysis of theresearch literature is neededin order to builda conceptualframework that will fill in the significant gap left by not connecting adescription of structure to its context: how an organization actuallyfunctions. The results of the synthesis are five basic configurations (the SimpleStructure, the Machine Bureaucracy, the Professional Bureaucracy, theDivisionalized Form, and the Adhocracy) that serve as the fundamental elementsof structure in an organization. Five basic parts of the contemporaryorganization (the operating core, the strategic apex, the middle line, thetechnostructure, and the support staff), and five theories of how it functions(i.e., as a system characterized by formal authority, regulated flows, informalcommunication, work constellations, and ad hoc decision processes) aretheorized. Organizations function in complex and varying ways, due to differing flows -including flows of authority, work material, information, and decisionprocesses. These flows depend on the age, size, and environment of theorganization; additionally, technology plays a key role because of itsimportance in structuring the operating core. Finally, design parameters aredescribed - based on the above five basic parts and five theories - that areused as a means of coordination and division of labor in designingorganizational structures, in order to establish stable patterns of behavior.(CJC).