"Die Aufbauorganisation bildet das hierarchische Ger\u00FCst einer Organisation (z. B. einer Beh\u00F6rde oder eines Unternehmens). Sie beschreibt den vertikalen Informations- und Direktivenfluss in einer Organisation, also wer welche Entscheidungen von wem bekommt und an wen diese weitergegeben werden. Damit beschreibt sie die Organisation formaler Macht. Die Aufbauorganisation wird im sogenannten Organigramm formal dargestellt. Dahingegen zeigt die Ablauforganisation die innerhalb dieses Rahmens ablaufenden Arbeits- und Informationsprozesse, die nahezu horizontal durch die Aufbauorganisation flie\u00DFen. Die Ablauforganisation wird in der sogenannten Prozesslandkarte formal dargestellt."@de . 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"La structure organisationnelle d'une organisation (association, entreprise, institution, etc) est l'ensemble de ses r\u00E8gles de r\u00E9partition de l'autorit\u00E9, des t\u00E2ches, de contr\u00F4le et de coordination. C'est avec l'existence d'un but et d'individus, une des trois caract\u00E9ristiques communes \u00E0 toutes les organisations. Elle est repr\u00E9sent\u00E9e visuellement par un organigramme. Elle d\u00E9pend de la strat\u00E9gie et r\u00E9ciproquement."@fr . . . . . . . . . . . . "41840"^^ . . . . . "\u041E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u043E\u043D\u043D\u0430\u044F \u0441\u0442\u0440\u0443\u043A\u0442\u0443\u0440\u0430"@ru . . . . . . . . . . . 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"Organisatiestructuur is de wijze waarop taken binnen een organisatie zijn verdeeld en de wijze waarop vervolgens afstemming tussen deeltaken tot stand is gebracht. Het heeft dus te maken met de verdeling van activiteiten over afdelingen en de taken van de werknemers. De organisatiekunde is de theorie van het opzetten van organisaties. De organisatiestructuur kan in kaart worden gebracht met een organisatieschema."@nl . . 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"Struktura organizacyjna (Struktura organizacji) \u2013 spos\u00F3b formalnej organizacji \u2013 zestaw element\u00F3w (kom\u00F3rek organizacyjnych (dzia\u0142\u00F3w lub innych wyodr\u0119bnionych cz\u0119\u015Bci) wewn\u0105trz organizacji) oraz powi\u0105za\u0144 mi\u0119dzy nimi (przep\u0142yw\u00F3w informacji, formalny podzia\u0142 obowi\u0105zk\u00F3w, przynale\u017Cno\u015Bci itp.). \n* schemat organizacyjny \n* \n* ."@pl . 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"Estrutura organizacional"@pt . . "La estructura organizacional es el patr\u00F3n de relaciones entre los componentes o partes de la misma y por ser un concepto abstracto puede confundirse con los procesos organizacionales.\u200B Pueden diferenciarse dos partes: La estructura organizativa formal y la informal. De acuerdo con Mintzberg se identifican 5 elementos: Fuente: The structuring of organizations. Mintzberg Henry, 1979."@es . . . . . . . . . . . . . "Fonctionnement et organisation de l'entreprise"@fr . . . . "Struktur organisasi"@in . . . . . . . . . "Estrutura organizacional \u00E9 a forma pela qual as atividades desenvolvidas por uma organiza\u00E7\u00E3o s\u00E3o divididas, organizadas e coordenadas. Em um enfoque amplo, inclui a descri\u00E7\u00E3o dos aspectos f\u00EDsicos (ex.: instala\u00E7\u00F5es), humanos, financeiros, jur\u00EDdicos, administrativos e econ\u00F4micos. Uma organiza\u00E7\u00E3o, para cumprir sua fun\u00E7\u00E3o, necessita de partes que funcionem de forma articulada, uma dando suporte ou complementando a atividade da outra, de forma que precisam, ent\u00E3o, de uma estrutura sobre a qual se posicionem e se relacionem entre si. N\u00E3o existe uma estrutura organizacional acabada e nem perfeita, o que h\u00E1 \u00E9 uma estrutura organizacional que se adapte adequadamente \u00E0s mudan\u00E7as. Em macroeconomia tamb\u00E9m se usa o termo estrutura para as organiza\u00E7\u00F5es, marcadamente para as ind\u00FAstrias (\"estrutura industrial\"), ou seja, quando h\u00E1 grandes varia\u00E7\u00F5es no valor agregado industrial h\u00E1 a explica\u00E7\u00E3o de ocorr\u00EAncia de mudan\u00E7as \"estruturais\" profundas. Chandler (1962), ao pesquisar quatro grandes empresas americanas (DuPont, GM, Standard Oil e Sears) constatou que as respectivas estruturas eram continuamente ajustadas \u00E0s suas estrat\u00E9gias e pode demonstrar a \u00EDntima rela\u00E7\u00E3o entre a estrat\u00E9gia e a estrutura organizacional. Para eles, a estrutura depende das circunst\u00E2ncias de cada organiza\u00E7\u00E3o em determinado momento. Existem vari\u00E1veis que contribuem para isso: a sua estrat\u00E9gia, o ambiente em que opera, a tecnologia de que disp\u00F5e e as caracter\u00EDsticas de seus participantes. Outra condi\u00E7\u00E3o muito importante \u00E9 o ambiente em que a organiza\u00E7\u00E3o atua e que \u00E9 caracterizado por tr\u00EAs tipos: \n* O ambiente est\u00E1vel, com pequena varia\u00E7\u00E3o, que quando ocorre \u00E9 previs\u00EDvel e control\u00E1vel; \n* O ambiente em transforma\u00E7\u00E3o, em que as tend\u00EAncias de mudan\u00E7as s\u00E3o vis\u00EDveis e constantes; \n* O ambiente turbulento, em que as mudan\u00E7as s\u00E3o velozes, oportunistas e, n\u00E3o raro, surpreendentes."@pt . . . . . . . . . . . "\u7EC4\u7EC7\u7ED3\u6784"@zh . . . . . . . . . . . . . "\u041E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0439\u043D\u0430 \u0441\u0442\u0440\u0443\u043A\u0442\u0443\u0440\u0430 \u0443\u043F\u0440\u0430\u0432\u043B\u0456\u043D\u043D\u044F"@uk . . . . . "\u0646\u0638\u0627\u0645 \u0645\u0624\u0633\u0633\u064A"@ar . . . . . "Organisatiestructuur is de wijze waarop taken binnen een organisatie zijn verdeeld en de wijze waarop vervolgens afstemming tussen deeltaken tot stand is gebracht. Het heeft dus te maken met de verdeling van activiteiten over afdelingen en de taken van de werknemers. De organisatiekunde is de theorie van het opzetten van organisaties. De organisatiestructuur kan in kaart worden gebracht met een organisatieschema."@nl . . . . . . . "\u0627\u0644\u0646\u0638\u0627\u0645 \u0627\u0644\u0645\u0624\u0633\u0633\u064A \u0623\u0648 \u0627\u0644\u0647\u064A\u0643\u0644 \u062A\u0646\u0638\u064A\u0645\u064A \u0644\u0645\u0624\u0633\u0633\u0629 \u0645\u0627\u060C \u064A\u062A\u0643\u0648\u0646 \u0639\u0627\u062F\u0629\u064B \u0645\u0646 \u0627\u0644\u0623\u0646\u0634\u0637\u0629 \u0648\u0627\u0644\u0645\u0647\u0627\u0645 \u0627\u0644\u062A\u064A \u064A\u062A\u0645 \u062A\u0648\u0632\u064A\u0639\u0647\u0627 \u0628\u064A\u0646 \u0627\u0644\u0639\u0627\u0645\u0644\u064A\u0646 \u0628\u0627\u0644\u0645\u0624\u0633\u0633\u0629 \u0648\u0627\u0644\u0642\u064A\u0627\u0645 \u0628\u0639\u0645\u0644\u064A\u0627\u062A \u0627\u0644\u062A\u0646\u0633\u064A\u0642 \u0648\u0627\u0644\u0625\u0634\u0631\u0627\u0641\u060C \u0648\u0647\u0648 \u0628\u0627\u0644\u0636\u0631\u0648\u0631\u0629 \u0645\u064F\u0648\u062C\u0647 \u0646\u062D\u0648 \u062A\u062D\u0642\u064A\u0642 \u0623\u0647\u062F\u0627\u0641 \u0627\u0644\u0645\u0624\u0633\u0633\u0629 \u0648\u0627\u0644\u062A\u0646\u0638\u064A\u0645. \u0643\u0645\u0627 \u064A\u064F\u0645\u0643\u0646 \u0627\u0639\u062A\u0628\u0627\u0631\u0647\u0627 \u0623\u064A\u0636\u0627\u064B \u0628\u0643\u0648\u0646\u0647\u0627 \u0645\u0646\u0638\u0627\u0631 \u0644\u0644\u0623\u0641\u0631\u0627\u062F \u0627\u062A\u062C\u0627\u0647 \u0645\u0624\u0633\u0633\u062A\u0647\u0645 \u0648\u0627\u0644\u0628\u064A\u0626\u0629 \u0627\u0644\u0645\u062D\u064A\u0637\u0629.\u064A\u0645\u0643\u0646 \u0647\u064A\u0643\u0644\u0629 \u0645\u0646\u0638\u0645\u0629 \u0623\u0648 \u0645\u0624\u0633\u0633\u0629 \u0628\u0637\u0631\u0642 \u0639\u062F\u064A\u062F\u0629 \u0648\u0645\u062E\u062A\u0644\u0641\u0629 \u0628\u062D\u0633\u0628 \u0623\u0647\u062F\u0627\u0641\u0647\u0627. \u0644\u0630\u0644\u0643 \u0641\u0625\u0646 \u0647\u064A\u0643\u0644\u0629 \u0627\u0644\u062A\u0646\u0638\u064A\u0645 \u064A\u062D\u062F\u062F \u0627\u0633\u0644\u0648\u0628 \u0639\u0645\u0644\u0647\u0627 \u0648\u0646\u062A\u0627\u0626\u062C\u0647\u0627. \u064A\u0633\u0645\u062D \u0627\u0644\u0647\u064A\u0643\u0644 \u0627\u0644\u062A\u0646\u0638\u064A\u0645\u064A \u0628\u062A\u062D\u062F\u064A\u062F \u0627\u0644\u0645\u0633\u0624\u0648\u0644\u064A\u0627\u062A \u0644\u0644\u0648\u0638\u0627\u0626\u0641 \u0627\u0644\u0645\u062E\u062A\u0644\u0641\u0629 \u0648\u0627\u0644\u0639\u0645\u0644\u064A\u0627\u062A \u0627\u0644\u0645\u062D\u062F\u062F\u0629 \u0644\u062C\u0647\u0627\u062A \u0645\u062E\u062A\u0644\u0641\u0629 \u0645\u062B\u0644 \u0623\u0648 \u0623\u0648 \u0648\u0627\u0644\u0627\u0641\u0631\u0627\u062F."@ar . . . "Struktura organizacyjna"@pl . . "An organizational structure defines how activities such as task allocation, coordination, and supervision are directed toward the achievement of organizational aims. Organizational structure affects organizational action and provides the foundation on which standard operating procedures and routines rest. It determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organization's actions. Organizational structure can also be considered as the viewing glass or perspective through which individuals see their organization and its environment. Organizations are a variant of clustered entities. An organization can be structured in many different ways, depending on its objectives. The structure of an organization will determine the modes in which it operates and performs.Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup, and individual. Organizations need to be efficient, flexible, innovative and caring in order to achieve a sustainable competitive advantage."@en . . . . . . "Aufbauorganisation"@de . . . . . . . . "Struktur organisasi adalah sistem yang digunakan untuk mendefinisikan hierarki dalam sebuah organisasi dengan tujuan menetapkan cara sebuah organisasi dapat beroperasi, dan membantu organisasi tersebut dalam mencapai tujuan yang ditetapkan di masa depan. Seperti bagaimana pekerjaan dibagi, dikelompokkan, dan dikomunikasikan secara formal."@in . . . "La estructura organizacional es el patr\u00F3n de relaciones entre los componentes o partes de la misma y por ser un concepto abstracto puede confundirse con los procesos organizacionales.\u200B Pueden diferenciarse dos partes: La estructura organizativa formal y la informal. \n* La estructura organizativa formal es aquella que se basa en el conjunto de relaciones explicitadas por la direcci\u00F3n, no es espont\u00E1nea porque se planifica deliberadamente, las relaciones entre individuos son preestablecidas, sus miembros se escogen seg\u00FAn normas de selecci\u00F3n.\u200B \n* La estructura organizativa informal son el conjunto de relaciones informales, es decir, que no han sido definidas expl\u00EDcitamente y responden b\u00E1sicamente a las necesidades sociales como la amistad y la pertenencia a un grupo. \n* La estructura real de la organizaci\u00F3n se basa en el conjunto de relaciones formales e informales. De acuerdo con Mintzberg se identifican 5 elementos: \n* \u00C1pice estrat\u00E9gico: aqu\u00ED se encuentra la alta direcci\u00F3n de la empresa, la cual tiene una responsabilidad global. La funci\u00F3n esencial consiste en garantizar que la organizaci\u00F3n funcione adecuadamente y cumpla sus objetivos; tienen diversas tareas: \n* Supervisi\u00F3n Directa \n* Relaci\u00F3n con el entorno \n* Formulaci\u00F3n de la estrategia a seguir \n* L\u00EDnea Media: son los directivos que vinculan la direcci\u00F3n general con el n\u00FAcleo de operaciones. Las funciones que se le atribuyen son: \n* Enlace vertical ascendente y descendente \n* Enlace horizontal entre ellos \n* Tomar decisiones y resolver problemas en su \u00E1mbito de actividad \n* N\u00FAcleo de Operaciones: es el encargado del trabajo b\u00E1sico de producci\u00F3n de bienes y servicios. Las funciones b\u00E1sicas que desarrollan son: \n* Aprovisionamiento de Inputs \n* Producci\u00F3n \n* Comercializaci\u00F3n \n* Apoyo a las funciones previas. \n* Tecnoestructura: Formada por analistas que no son directivos y no participan en el flujo del trabajo, sino que dise\u00F1an y planifican. Puede haber dos tipos: \n* Analistas de adaptaci\u00F3n: se ocupan de estudiar los cambios necesarios que hay que introducir en la organizaci\u00F3n. \n* Analistas de control: su funci\u00F3n consiste en la b\u00FAsqueda de estabilidad y normalizaci\u00F3n de las pautas de la actividad de la empresa. \n* Staff de apoyo: son un conjunto de unidades especializadas que no participan directamente en la producci\u00F3n de bienes y servicios, sino que su objetivo consiste en apoyar a la organizaci\u00F3n mediante la prestaci\u00F3n de tareas y servicios especializados, como lo pueden ser limpieza, seguridad, etc. Fuente: The structuring of organizations. Mintzberg Henry, 1979."@es . "\uC870\uC9C1 \uAD6C\uC870"@ko . . "Les formes d'organisation (ou structure) d'une entreprise d\u00E9finissent la fa\u00E7on dont est d\u00E9coup\u00E9 et coordonn\u00E9 le travail au sein d'une entreprise, et le mode de fonctionnement qui en d\u00E9coule. Cette organisation varie consid\u00E9rablement d'une entreprise \u00E0 l'autre Les param\u00E8tres qui expliquent cette diversit\u00E9 sont eux-m\u00EAmes nombreux et leurs combinaisons multiples justifient les innombrables variantes pratiqu\u00E9es par les organisations :"@fr . . "Die Aufbauorganisation bildet das hierarchische Ger\u00FCst einer Organisation (z. B. einer Beh\u00F6rde oder eines Unternehmens). Sie beschreibt den vertikalen Informations- und Direktivenfluss in einer Organisation, also wer welche Entscheidungen von wem bekommt und an wen diese weitergegeben werden. Damit beschreibt sie die Organisation formaler Macht. Die Aufbauorganisation wird im sogenannten Organigramm formal dargestellt."@de . . . "Organizational structure"@en . . "607572"^^ . "\u041E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u043E\u043D\u043D\u0430\u044F \u0441\u0442\u0440\u0443\u043A\u0442\u0443\u0440\u0430 (\u0430\u043D\u0433\u043B. Organizational structure) \u2014 \u0434\u043E\u043A\u0443\u043C\u0435\u043D\u0442, \u0441\u0445\u0435\u043C\u0430\u0442\u0438\u0447\u0435\u0441\u043A\u0438 \u043E\u0442\u0440\u0430\u0436\u0430\u044E\u0449\u0438\u0439 \u0441\u043E\u0441\u0442\u0430\u0432 \u0438 \u0438\u0435\u0440\u0430\u0440\u0445\u0438\u044E \u043F\u043E\u0434\u0440\u0430\u0437\u0434\u0435\u043B\u0435\u043D\u0438\u0439 \u043F\u0440\u0435\u0434\u043F\u0440\u0438\u044F\u0442\u0438\u044F. \u041E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u043E\u043D\u043D\u0430\u044F \u0441\u0442\u0440\u0443\u043A\u0442\u0443\u0440\u0430 \u0443\u0441\u0442\u0430\u043D\u0430\u0432\u043B\u0438\u0432\u0430\u0435\u0442\u0441\u044F \u0438\u0441\u0445\u043E\u0434\u044F \u0438\u0437 \u0446\u0435\u043B\u0435\u0439 \u0434\u0435\u044F\u0442\u0435\u043B\u044C\u043D\u043E\u0441\u0442\u0438 \u0438 \u043D\u0435\u043E\u0431\u0445\u043E\u0434\u0438\u043C\u044B\u0445 \u0434\u043B\u044F \u0434\u043E\u0441\u0442\u0438\u0436\u0435\u043D\u0438\u044F \u044D\u0442\u0438\u0445 \u0446\u0435\u043B\u0435\u0439 \u043F\u043E\u0434\u0440\u0430\u0437\u0434\u0435\u043B\u0435\u043D\u0438\u0439, \u0432\u044B\u043F\u043E\u043B\u043D\u044F\u044E\u0449\u0438\u0445 \u0444\u0443\u043D\u043A\u0446\u0438\u0438, \u0441\u043E\u0441\u0442\u0430\u0432\u043B\u044F\u044E\u0449\u0438\u0435 \u0431\u0438\u0437\u043D\u0435\u0441-\u043F\u0440\u043E\u0446\u0435\u0441\u0441\u044B \u043E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u0438. \u041E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u043E\u043D\u043D\u0430\u044F \u0441\u0442\u0440\u0443\u043A\u0442\u0443\u0440\u0430 \u043E\u043F\u0440\u0435\u0434\u0435\u043B\u044F\u0435\u0442 \u0440\u0430\u0441\u043F\u0440\u0435\u0434\u0435\u043B\u0435\u043D\u0438\u0435 \u043E\u0442\u0432\u0435\u0442\u0441\u0442\u0432\u0435\u043D\u043D\u043E\u0441\u0442\u0438 \u0438 \u043F\u043E\u043B\u043D\u043E\u043C\u043E\u0447\u0438\u0439 \u0432\u043D\u0443\u0442\u0440\u0438 \u043E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u0438. \u041A\u0430\u043A \u043F\u0440\u0430\u0432\u0438\u043B\u043E, \u043E\u043D\u0430 \u043E\u0442\u043E\u0431\u0440\u0430\u0436\u0430\u0435\u0442\u0441\u044F \u0432 \u0432\u0438\u0434\u0435 \u043E\u0440\u0433\u0430\u043D\u0438\u0433\u0440\u0430\u043C\u043C\u044B (\u0430\u043D\u0433\u043B. organigram) \u2014 \u0433\u0440\u0430\u0444\u0438\u0447\u0435\u0441\u043A\u043E\u0439 \u0441\u0445\u0435\u043C\u044B, \u044D\u043B\u0435\u043C\u0435\u043D\u0442\u0430\u043C\u0438 \u043A\u043E\u0442\u043E\u0440\u043E\u0439 \u044F\u0432\u043B\u044F\u044E\u0442\u0441\u044F \u0438\u0435\u0440\u0430\u0440\u0445\u0438\u0447\u0435\u0441\u043A\u0438 \u0443\u043F\u043E\u0440\u044F\u0434\u043E\u0447\u0435\u043D\u043D\u044B\u0435 \u043E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u043E\u043D\u043D\u044B\u0435 \u0435\u0434\u0438\u043D\u0438\u0446\u044B (\u043F\u043E\u0434\u0440\u0430\u0437\u0434\u0435\u043B\u0435\u043D\u0438\u044F, \u0434\u043E\u043B\u0436\u043D\u043E\u0441\u0442\u043D\u044B\u0435 \u043F\u043E\u0437\u0438\u0446\u0438\u0438)."@ru . . . . . . . . "Structure organisationnelle"@fr . . . . . . . . . . . . "Estructura organizacional"@es . "\u041E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u043E\u043D\u043D\u0430\u044F \u0441\u0442\u0440\u0443\u043A\u0442\u0443\u0440\u0430 (\u0430\u043D\u0433\u043B. Organizational structure) \u2014 \u0434\u043E\u043A\u0443\u043C\u0435\u043D\u0442, \u0441\u0445\u0435\u043C\u0430\u0442\u0438\u0447\u0435\u0441\u043A\u0438 \u043E\u0442\u0440\u0430\u0436\u0430\u044E\u0449\u0438\u0439 \u0441\u043E\u0441\u0442\u0430\u0432 \u0438 \u0438\u0435\u0440\u0430\u0440\u0445\u0438\u044E \u043F\u043E\u0434\u0440\u0430\u0437\u0434\u0435\u043B\u0435\u043D\u0438\u0439 \u043F\u0440\u0435\u0434\u043F\u0440\u0438\u044F\u0442\u0438\u044F. \u041E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u043E\u043D\u043D\u0430\u044F \u0441\u0442\u0440\u0443\u043A\u0442\u0443\u0440\u0430 \u0443\u0441\u0442\u0430\u043D\u0430\u0432\u043B\u0438\u0432\u0430\u0435\u0442\u0441\u044F \u0438\u0441\u0445\u043E\u0434\u044F \u0438\u0437 \u0446\u0435\u043B\u0435\u0439 \u0434\u0435\u044F\u0442\u0435\u043B\u044C\u043D\u043E\u0441\u0442\u0438 \u0438 \u043D\u0435\u043E\u0431\u0445\u043E\u0434\u0438\u043C\u044B\u0445 \u0434\u043B\u044F \u0434\u043E\u0441\u0442\u0438\u0436\u0435\u043D\u0438\u044F \u044D\u0442\u0438\u0445 \u0446\u0435\u043B\u0435\u0439 \u043F\u043E\u0434\u0440\u0430\u0437\u0434\u0435\u043B\u0435\u043D\u0438\u0439, \u0432\u044B\u043F\u043E\u043B\u043D\u044F\u044E\u0449\u0438\u0445 \u0444\u0443\u043D\u043A\u0446\u0438\u0438, \u0441\u043E\u0441\u0442\u0430\u0432\u043B\u044F\u044E\u0449\u0438\u0435 \u0431\u0438\u0437\u043D\u0435\u0441-\u043F\u0440\u043E\u0446\u0435\u0441\u0441\u044B \u043E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u0438."@ru . "An organizational structure defines how activities such as task allocation, coordination, and supervision are directed toward the achievement of organizational aims. Organizational structure affects organizational action and provides the foundation on which standard operating procedures and routines rest. It determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organization's actions. Organizational structure can also be considered as the viewing glass or perspective through which individuals see their organization and its environment."@en . . . "La structure organisationnelle d'une organisation (association, entreprise, institution, etc) est l'ensemble de ses r\u00E8gles de r\u00E9partition de l'autorit\u00E9, des t\u00E2ches, de contr\u00F4le et de coordination. C'est avec l'existence d'un but et d'individus, une des trois caract\u00E9ristiques communes \u00E0 toutes les organisations. Elle est repr\u00E9sent\u00E9e visuellement par un organigramme. Elle d\u00E9pend de la strat\u00E9gie et r\u00E9ciproquement."@fr . "Organisatiestructuur"@nl . . "Estrutura organizacional \u00E9 a forma pela qual as atividades desenvolvidas por uma organiza\u00E7\u00E3o s\u00E3o divididas, organizadas e coordenadas. Em um enfoque amplo, inclui a descri\u00E7\u00E3o dos aspectos f\u00EDsicos (ex.: instala\u00E7\u00F5es), humanos, financeiros, jur\u00EDdicos, administrativos e econ\u00F4micos. Uma organiza\u00E7\u00E3o, para cumprir sua fun\u00E7\u00E3o, necessita de partes que funcionem de forma articulada, uma dando suporte ou complementando a atividade da outra, de forma que precisam, ent\u00E3o, de uma estrutura sobre a qual se posicionem e se relacionem entre si."@pt . . . . . . . . . . . "Struktur organisasi adalah sistem yang digunakan untuk mendefinisikan hierarki dalam sebuah organisasi dengan tujuan menetapkan cara sebuah organisasi dapat beroperasi, dan membantu organisasi tersebut dalam mencapai tujuan yang ditetapkan di masa depan. Seperti bagaimana pekerjaan dibagi, dikelompokkan, dan dikomunikasikan secara formal."@in . . "\uC870\uC9C1 \uAD6C\uC870(organizational structure)\uB780 \uC870\uC9C1 \uAD6C\uC131\uC6D0\uB4E4\uC758 \uC0C1\uD638\uAD00\uACC4, \uC989 \uC870\uC9C1 \uB0B4\uC5D0\uC11C\uC758 \uAD8C\uB825\uAD00\uACC4, \uC9C0\uC704\u00B7\uACC4\uCE35 \uAD00\uACC4, \uC870\uC9C1 \uAD6C\uC131\uC6D0\uB4E4\uC758 \uC5ED\uD560 \uBC30\uBD84\u00B7\uC870\uC815\uC758 \uC591\uD0DC, \uC870\uC9C1 \uAD6C\uC131\uC6D0\uB4E4\uC758 \uD65C\uB3D9\uC5D0 \uAD00\uD55C \uAD00\uB9AC\uCCB4\uACC4 \uB4F1\uC744 \uD1B5\uD2C0\uC5B4 \uC77C\uCEEB\uB294 \uB9D0\uC774\uB2E4."@ko . . . "Struktura organizacyjna (Struktura organizacji) \u2013 spos\u00F3b formalnej organizacji \u2013 zestaw element\u00F3w (kom\u00F3rek organizacyjnych (dzia\u0142\u00F3w lub innych wyodr\u0119bnionych cz\u0119\u015Bci) wewn\u0105trz organizacji) oraz powi\u0105za\u0144 mi\u0119dzy nimi (przep\u0142yw\u00F3w informacji, formalny podzia\u0142 obowi\u0105zk\u00F3w, przynale\u017Cno\u015Bci itp.). Pozwala okre\u015Bli\u0107 formalne relacje i zale\u017Cno\u015Bci oraz podzia\u0142 uprawnie\u0144 i odpowiedzialno\u015Bci. Struktura organizacyjna mo\u017Ce dotyczy\u0107 organizacji kilku r\u00F3\u017Cnych zewn\u0119trznych kom\u00F3rek, kt\u00F3re pracuj\u0105 wsp\u00F3lnie, a nawet kom\u00F3rek zewn\u0119trznych, kt\u00F3re maj\u0105 w\u0142asn\u0105 organizacj\u0119, jednak zorganizowa\u0142y wsp\u00F3\u0142prac\u0119 poszczeg\u00F3lnych swoich cz\u0119\u015Bci, np. dzia\u0142\u00F3w czy brand\u00F3w. Na struktur\u0119 organizacyjn\u0105 sk\u0142adaj\u0105 si\u0119 nast\u0119puj\u0105ce elementy: \n* schemat organizacyjny \n* \n* ."@pl . . . . . . . . "Les formes d'organisation (ou structure) d'une entreprise d\u00E9finissent la fa\u00E7on dont est d\u00E9coup\u00E9 et coordonn\u00E9 le travail au sein d'une entreprise, et le mode de fonctionnement qui en d\u00E9coule. Cette organisation varie consid\u00E9rablement d'une entreprise \u00E0 l'autre Les param\u00E8tres qui expliquent cette diversit\u00E9 sont eux-m\u00EAmes nombreux et leurs combinaisons multiples justifient les innombrables variantes pratiqu\u00E9es par les organisations : \n* Param\u00E8tres externes = secteur d'activit\u00E9 et m\u00E9tier, client\u00E8le(s), technologies, fili\u00E8re technico-\u00E9conomique, situation concurrentielle, taille et maturit\u00E9\u2026 \n* Param\u00E8tres internes = histoire, valeurs et culture, strat\u00E9gie, avantage concurrentiel, chaine de valeur, processus op\u00E9rationnels, politiques, structures, moyens, m\u00E9thodes\u2026 Le mode de fonctionnement est directement issu de l'organisation retenue, qui d\u00E9termine la ou les lignes de reportage auxquelles est soumis un individu, ainsi que le p\u00E9rim\u00E8tre des actions attendues de sa part."@fr . "1124322901"^^ . . . . . . "\uC870\uC9C1 \uAD6C\uC870(organizational structure)\uB780 \uC870\uC9C1 \uAD6C\uC131\uC6D0\uB4E4\uC758 \uC0C1\uD638\uAD00\uACC4, \uC989 \uC870\uC9C1 \uB0B4\uC5D0\uC11C\uC758 \uAD8C\uB825\uAD00\uACC4, \uC9C0\uC704\u00B7\uACC4\uCE35 \uAD00\uACC4, \uC870\uC9C1 \uAD6C\uC131\uC6D0\uB4E4\uC758 \uC5ED\uD560 \uBC30\uBD84\u00B7\uC870\uC815\uC758 \uC591\uD0DC, \uC870\uC9C1 \uAD6C\uC131\uC6D0\uB4E4\uC758 \uD65C\uB3D9\uC5D0 \uAD00\uD55C \uAD00\uB9AC\uCCB4\uACC4 \uB4F1\uC744 \uD1B5\uD2C0\uC5B4 \uC77C\uCEEB\uB294 \uB9D0\uC774\uB2E4."@ko . . .