الهيكل التنظيمي و ناثيره على عمليات ادارة المعرفة

Abstract

This study aims at finding out the impact of the organizational structure on knowledge management operations. A case study: "the mixed hospital, Hathat Boubaker in Djelfa". In order to answer the problem of the study and its sub-questions, the descriptive analytical approach was used, a questionnaire was designed which included (39) phrases as a main tool for collecting data from the study sample. (200) questionnaires were distributed, of which (190) were retrieved, and (170) were valid. In light of this, the data was collected and analyzed and the hypotheses were tested by performing a simple regression analysis, depending on the SPSS program. Several results have been reached, and most important of them are: • The level of availability of the dimensions of the organizational structure as a whole was high in the mixed hospital, Hathat Boubaker, as the weighted arithmetic mean was (3.80). • The level of application of knowledge management processes as a whole was average at Hathat Boubaker Mixed Hospital, as the weighted arithmetic mean was (3.14). • There is a statistically significant effect at the level of significance (α ≤ 0.05) between the dimensions of the organizational structure and knowledge management processes in the mixed hospital Hathat Boubaker in Djelfa. • There are no statistically significant differences at the level of significance (α≤0.05) in the opinions of the respondents about the axes of the study due to the personal variables (sex - age - educational level - job level - years of experience). Based on these results, the study concluded some recommendations, the most important of which are: • The management should ensure that the organizational structure is characterized by sufficient and appropriate flexibility to keep pace with the required organizational changes and transformations. The more flexible the organizational structure, the more easily knowledge management processes can be adopted. • Work to remove all obstacles that prevent knowledge from reaching individuals and different departments, by giving workers some freedom to use their personal knowledge, and apply it in a way that achieves workers’ awareness of the importance of the information they possess and their ability to find meaning in it, with the necessity of appointing managers who undertake to apply it well. • The necessity of adopting knowledge management as an input and preparing plans and drawing up training policies for administrative leaders on knowledge management techniques through the establishment of an independent department in the hospital under the name (knowledge management) that appears in the organizational structure and defines its tasks by creating knowledge, owning it, sharing, storing, using and evaluating it in order to ensure and facilitate the practice of employees Knowledge management processes and the application of the necessary mechanisms to transform their tacit knowledge into explicit. Keywords: organizational structure, knowledge management, knowledge management operations, the mixed hospital Hathat Boubaker in Djelfa.