Gaps in the structuring of organizations in the graduate employment context in Uganda

Abstract The complexity of global challenges requires that organizations collaborate with one another. To do this, stakeholders need flexible structures that are designed in a way that allows organizations to collaborate. However, it is not known whether Uganda’s organizations are structured in a wa...
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Autor*in:	Ntale, Peter Dithan [verfasserIn] Ssempebwa, Jude Musisi, Badiru Musoke, Genza Gyaviira Joseph, Kimoga Mugimu, C. B. Muhammed, Ngoma Ntayi, Joseph

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2020

Schlagwörter:	Inter-agency collaboration Graduate employment Organizational structures Uganda

Anmerkung:	© The Author(s) 2020

Übergeordnetes Werk:	Enthalten in: Journal of organization design - [Cham] : Springer International Publishing, 2012, 9(2020), 1 vom: 12. Feb.
Übergeordnetes Werk:	volume:9 ; year:2020 ; number:1 ; day:12 ; month:02

Links:	Volltext

DOI / URN:	10.1186/s41469-020-0066-5

Katalog-ID:	SPR038215802

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allfields	10.1186/s41469-020-0066-5 doi (DE-627)SPR038215802 (SPR)s41469-020-0066-5-e DE-627 ger DE-627 rakwb eng Ntale, Peter Dithan verfasserin (orcid)0000-0002-6378-7184 aut Gaps in the structuring of organizations in the graduate employment context in Uganda 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s) 2020 Abstract The complexity of global challenges requires that organizations collaborate with one another. To do this, stakeholders need flexible structures that are designed in a way that allows organizations to collaborate. However, it is not known whether Uganda’s organizations are structured in a way that allows them to collaborate with one another, casting doubt as to whether they can manage the complexity of global challenges such as graduate unemployment. Informed by Hage and Aiken (1967), we studied the structures of selected organizations in Uganda and found out that their major components, i.e., centralization and formalization, are designed in a way that may not allow collaboration to occur. We found out that the organizational structures were exclusive in decision-making, had high power distance (HPD), jobs were strictly codified, and organizations enforced stringent rule observation. These gaps make it difficult for people interaction and involvement and deny them of their freedom to relate with one another, making it difficult for a collaboration between different agencies to occur. To enhance organizational collaboration, it is recommended that organizations should be restructured to become more inclusive, interactive, and democratic since organizations structured in this way have shown collaboration success and greater achievement of society needs. Inter-agency collaboration (dpeaa)DE-He213 Graduate employment (dpeaa)DE-He213 Organizational structures (dpeaa)DE-He213 Uganda (dpeaa)DE-He213 Ssempebwa, Jude aut Musisi, Badiru aut Musoke, Genza Gyaviira aut Joseph, Kimoga aut Mugimu, C. B. aut Muhammed, Ngoma aut Ntayi, Joseph aut Enthalten in Journal of organization design [Cham] : Springer International Publishing, 2012 9(2020), 1 vom: 12. Feb. (DE-627)800998790 (DE-600)2799265-2 2245-408X nnns volume:9 year:2020 number:1 day:12 month:02 https://dx.doi.org/10.1186/s41469-020-0066-5 kostenfrei Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_184 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 9 2020 1 12 02
spelling	10.1186/s41469-020-0066-5 doi (DE-627)SPR038215802 (SPR)s41469-020-0066-5-e DE-627 ger DE-627 rakwb eng Ntale, Peter Dithan verfasserin (orcid)0000-0002-6378-7184 aut Gaps in the structuring of organizations in the graduate employment context in Uganda 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s) 2020 Abstract The complexity of global challenges requires that organizations collaborate with one another. To do this, stakeholders need flexible structures that are designed in a way that allows organizations to collaborate. However, it is not known whether Uganda’s organizations are structured in a way that allows them to collaborate with one another, casting doubt as to whether they can manage the complexity of global challenges such as graduate unemployment. Informed by Hage and Aiken (1967), we studied the structures of selected organizations in Uganda and found out that their major components, i.e., centralization and formalization, are designed in a way that may not allow collaboration to occur. We found out that the organizational structures were exclusive in decision-making, had high power distance (HPD), jobs were strictly codified, and organizations enforced stringent rule observation. These gaps make it difficult for people interaction and involvement and deny them of their freedom to relate with one another, making it difficult for a collaboration between different agencies to occur. To enhance organizational collaboration, it is recommended that organizations should be restructured to become more inclusive, interactive, and democratic since organizations structured in this way have shown collaboration success and greater achievement of society needs. Inter-agency collaboration (dpeaa)DE-He213 Graduate employment (dpeaa)DE-He213 Organizational structures (dpeaa)DE-He213 Uganda (dpeaa)DE-He213 Ssempebwa, Jude aut Musisi, Badiru aut Musoke, Genza Gyaviira aut Joseph, Kimoga aut Mugimu, C. B. aut Muhammed, Ngoma aut Ntayi, Joseph aut Enthalten in Journal of organization design [Cham] : Springer International Publishing, 2012 9(2020), 1 vom: 12. Feb. (DE-627)800998790 (DE-600)2799265-2 2245-408X nnns volume:9 year:2020 number:1 day:12 month:02 https://dx.doi.org/10.1186/s41469-020-0066-5 kostenfrei Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_184 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 9 2020 1 12 02
allfields_unstemmed	10.1186/s41469-020-0066-5 doi (DE-627)SPR038215802 (SPR)s41469-020-0066-5-e DE-627 ger DE-627 rakwb eng Ntale, Peter Dithan verfasserin (orcid)0000-0002-6378-7184 aut Gaps in the structuring of organizations in the graduate employment context in Uganda 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s) 2020 Abstract The complexity of global challenges requires that organizations collaborate with one another. To do this, stakeholders need flexible structures that are designed in a way that allows organizations to collaborate. However, it is not known whether Uganda’s organizations are structured in a way that allows them to collaborate with one another, casting doubt as to whether they can manage the complexity of global challenges such as graduate unemployment. Informed by Hage and Aiken (1967), we studied the structures of selected organizations in Uganda and found out that their major components, i.e., centralization and formalization, are designed in a way that may not allow collaboration to occur. We found out that the organizational structures were exclusive in decision-making, had high power distance (HPD), jobs were strictly codified, and organizations enforced stringent rule observation. These gaps make it difficult for people interaction and involvement and deny them of their freedom to relate with one another, making it difficult for a collaboration between different agencies to occur. To enhance organizational collaboration, it is recommended that organizations should be restructured to become more inclusive, interactive, and democratic since organizations structured in this way have shown collaboration success and greater achievement of society needs. Inter-agency collaboration (dpeaa)DE-He213 Graduate employment (dpeaa)DE-He213 Organizational structures (dpeaa)DE-He213 Uganda (dpeaa)DE-He213 Ssempebwa, Jude aut Musisi, Badiru aut Musoke, Genza Gyaviira aut Joseph, Kimoga aut Mugimu, C. B. aut Muhammed, Ngoma aut Ntayi, Joseph aut Enthalten in Journal of organization design [Cham] : Springer International Publishing, 2012 9(2020), 1 vom: 12. Feb. (DE-627)800998790 (DE-600)2799265-2 2245-408X nnns volume:9 year:2020 number:1 day:12 month:02 https://dx.doi.org/10.1186/s41469-020-0066-5 kostenfrei Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_184 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 9 2020 1 12 02
allfieldsGer	10.1186/s41469-020-0066-5 doi (DE-627)SPR038215802 (SPR)s41469-020-0066-5-e DE-627 ger DE-627 rakwb eng Ntale, Peter Dithan verfasserin (orcid)0000-0002-6378-7184 aut Gaps in the structuring of organizations in the graduate employment context in Uganda 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s) 2020 Abstract The complexity of global challenges requires that organizations collaborate with one another. To do this, stakeholders need flexible structures that are designed in a way that allows organizations to collaborate. However, it is not known whether Uganda’s organizations are structured in a way that allows them to collaborate with one another, casting doubt as to whether they can manage the complexity of global challenges such as graduate unemployment. Informed by Hage and Aiken (1967), we studied the structures of selected organizations in Uganda and found out that their major components, i.e., centralization and formalization, are designed in a way that may not allow collaboration to occur. We found out that the organizational structures were exclusive in decision-making, had high power distance (HPD), jobs were strictly codified, and organizations enforced stringent rule observation. These gaps make it difficult for people interaction and involvement and deny them of their freedom to relate with one another, making it difficult for a collaboration between different agencies to occur. To enhance organizational collaboration, it is recommended that organizations should be restructured to become more inclusive, interactive, and democratic since organizations structured in this way have shown collaboration success and greater achievement of society needs. Inter-agency collaboration (dpeaa)DE-He213 Graduate employment (dpeaa)DE-He213 Organizational structures (dpeaa)DE-He213 Uganda (dpeaa)DE-He213 Ssempebwa, Jude aut Musisi, Badiru aut Musoke, Genza Gyaviira aut Joseph, Kimoga aut Mugimu, C. B. aut Muhammed, Ngoma aut Ntayi, Joseph aut Enthalten in Journal of organization design [Cham] : Springer International Publishing, 2012 9(2020), 1 vom: 12. Feb. (DE-627)800998790 (DE-600)2799265-2 2245-408X nnns volume:9 year:2020 number:1 day:12 month:02 https://dx.doi.org/10.1186/s41469-020-0066-5 kostenfrei Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_184 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 9 2020 1 12 02
allfieldsSound	10.1186/s41469-020-0066-5 doi (DE-627)SPR038215802 (SPR)s41469-020-0066-5-e DE-627 ger DE-627 rakwb eng Ntale, Peter Dithan verfasserin (orcid)0000-0002-6378-7184 aut Gaps in the structuring of organizations in the graduate employment context in Uganda 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s) 2020 Abstract The complexity of global challenges requires that organizations collaborate with one another. To do this, stakeholders need flexible structures that are designed in a way that allows organizations to collaborate. However, it is not known whether Uganda’s organizations are structured in a way that allows them to collaborate with one another, casting doubt as to whether they can manage the complexity of global challenges such as graduate unemployment. Informed by Hage and Aiken (1967), we studied the structures of selected organizations in Uganda and found out that their major components, i.e., centralization and formalization, are designed in a way that may not allow collaboration to occur. We found out that the organizational structures were exclusive in decision-making, had high power distance (HPD), jobs were strictly codified, and organizations enforced stringent rule observation. These gaps make it difficult for people interaction and involvement and deny them of their freedom to relate with one another, making it difficult for a collaboration between different agencies to occur. To enhance organizational collaboration, it is recommended that organizations should be restructured to become more inclusive, interactive, and democratic since organizations structured in this way have shown collaboration success and greater achievement of society needs. Inter-agency collaboration (dpeaa)DE-He213 Graduate employment (dpeaa)DE-He213 Organizational structures (dpeaa)DE-He213 Uganda (dpeaa)DE-He213 Ssempebwa, Jude aut Musisi, Badiru aut Musoke, Genza Gyaviira aut Joseph, Kimoga aut Mugimu, C. B. aut Muhammed, Ngoma aut Ntayi, Joseph aut Enthalten in Journal of organization design [Cham] : Springer International Publishing, 2012 9(2020), 1 vom: 12. Feb. (DE-627)800998790 (DE-600)2799265-2 2245-408X nnns volume:9 year:2020 number:1 day:12 month:02 https://dx.doi.org/10.1186/s41469-020-0066-5 kostenfrei Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_184 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 9 2020 1 12 02
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spellingShingle	Ntale, Peter Dithan misc Inter-agency collaboration misc Graduate employment misc Organizational structures misc Uganda Gaps in the structuring of organizations in the graduate employment context in Uganda
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topic_title	Gaps in the structuring of organizations in the graduate employment context in Uganda Inter-agency collaboration (dpeaa)DE-He213 Graduate employment (dpeaa)DE-He213 Organizational structures (dpeaa)DE-He213 Uganda (dpeaa)DE-He213
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title	Gaps in the structuring of organizations in the graduate employment context in Uganda
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title_full	Gaps in the structuring of organizations in the graduate employment context in Uganda
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title_sort	gaps in the structuring of organizations in the graduate employment context in uganda
title_auth	Gaps in the structuring of organizations in the graduate employment context in Uganda
abstract	Abstract The complexity of global challenges requires that organizations collaborate with one another. To do this, stakeholders need flexible structures that are designed in a way that allows organizations to collaborate. However, it is not known whether Uganda’s organizations are structured in a way that allows them to collaborate with one another, casting doubt as to whether they can manage the complexity of global challenges such as graduate unemployment. Informed by Hage and Aiken (1967), we studied the structures of selected organizations in Uganda and found out that their major components, i.e., centralization and formalization, are designed in a way that may not allow collaboration to occur. We found out that the organizational structures were exclusive in decision-making, had high power distance (HPD), jobs were strictly codified, and organizations enforced stringent rule observation. These gaps make it difficult for people interaction and involvement and deny them of their freedom to relate with one another, making it difficult for a collaboration between different agencies to occur. To enhance organizational collaboration, it is recommended that organizations should be restructured to become more inclusive, interactive, and democratic since organizations structured in this way have shown collaboration success and greater achievement of society needs. © The Author(s) 2020
abstractGer	Abstract The complexity of global challenges requires that organizations collaborate with one another. To do this, stakeholders need flexible structures that are designed in a way that allows organizations to collaborate. However, it is not known whether Uganda’s organizations are structured in a way that allows them to collaborate with one another, casting doubt as to whether they can manage the complexity of global challenges such as graduate unemployment. Informed by Hage and Aiken (1967), we studied the structures of selected organizations in Uganda and found out that their major components, i.e., centralization and formalization, are designed in a way that may not allow collaboration to occur. We found out that the organizational structures were exclusive in decision-making, had high power distance (HPD), jobs were strictly codified, and organizations enforced stringent rule observation. These gaps make it difficult for people interaction and involvement and deny them of their freedom to relate with one another, making it difficult for a collaboration between different agencies to occur. To enhance organizational collaboration, it is recommended that organizations should be restructured to become more inclusive, interactive, and democratic since organizations structured in this way have shown collaboration success and greater achievement of society needs. © The Author(s) 2020
abstract_unstemmed	Abstract The complexity of global challenges requires that organizations collaborate with one another. To do this, stakeholders need flexible structures that are designed in a way that allows organizations to collaborate. However, it is not known whether Uganda’s organizations are structured in a way that allows them to collaborate with one another, casting doubt as to whether they can manage the complexity of global challenges such as graduate unemployment. Informed by Hage and Aiken (1967), we studied the structures of selected organizations in Uganda and found out that their major components, i.e., centralization and formalization, are designed in a way that may not allow collaboration to occur. We found out that the organizational structures were exclusive in decision-making, had high power distance (HPD), jobs were strictly codified, and organizations enforced stringent rule observation. These gaps make it difficult for people interaction and involvement and deny them of their freedom to relate with one another, making it difficult for a collaboration between different agencies to occur. To enhance organizational collaboration, it is recommended that organizations should be restructured to become more inclusive, interactive, and democratic since organizations structured in this way have shown collaboration success and greater achievement of society needs. © The Author(s) 2020
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Gaps in the structuring of organizations in the graduate employment context in Uganda

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Zugang & Verfügbarkeit

Vorhandene Bände

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