organize

• 組織化する、器質化する、構築する、オーガナイズする

関

architectural、architecture、assemble、assembly、build、construct、orchestrate、organisation、organise、organization、organizational、organized、structure

　 　 　

WordNet

1. arrange by systematic planning and united effort; "machinate a plot"; "organize a strike"; "devise a plan to take over the directors office" (同)organise, prepare, devise, get_up, machinate
2. cause to be structured or ordered or operating according to some principle or idea (同)organise
3. bring order and organization to; "Can you help me organize my files?" (同)organise, coordinate
4. the social act of assembling; "they demanded the right of assembly" (同)assemblage, gathering
5. a group of machine parts that fit together to form a self-contained unit
6. a unit consisting of components that have been fitted together
7. a group of persons who are gathered together for a common purpose
8. give a structure to; "I need to structure my days"
9. a thing constructed; a complex entity constructed of many parts; "the structure consisted of a series of arches"; "she wore her hair in an amazing construction of whirls and ribbons" (同)construction
10. the manner of construction of something and the arrangement of its parts; "artists must study the structure of the human body"; "the structure of the benzene molecule"
11. a particular complex anatomical part of a living thing; "he has good bone structure" (同)anatomical structure, complex body part, bodily structure, body structure
12. the complex composition of knowledge as elements and their combinations; "his lectures have no structure"
13. order, supervise, or finance the construction of; "The government is building new schools in this state"
14. develop and grow; "Suspense was building right from the beginning of the opera"
15. build or establish something abstract; "build a reputation" (同)establish
16. be engaged in building; "These architects build in interesting and new styles"
17. found or ground; "build a defense on nothing but the accused persons reputation"
18. give form to, according to a plan; "build a modern nation"; "build a million-dollar business"
19. improve the cleansing action of; "build detergents"
20. draw with suitable instruments and under specified conditions; "construct an equilateral triangle"
21. make by combining materials and parts; "this little pig made his house out of straw"; "Some eccentric constructed an electric brassiere warmer" (同)build, make
22. create by linking linguistic units; "construct a sentence"; "construct a paragraph"
23. create by organizing and linking ideas, arguments, or concepts; "construct a proof"; "construct an argument"
24. the act of organizing a business or an activity related to a business; "he was brought in to supervise the organization of a new department" (同)organisation
25. the activity or result of distributing or disposing persons or things properly or methodically; "his organization of the work force was very efficient" (同)organisation
26. an ordered manner; orderliness by virtue of being methodical and well organized; "his compulsive organization was not an endearing quality"; "we cant do it unless we establish some system around here" (同)organisation, system
27. a group of people who work together (同)organisation
28. not affiliated in a trade union; "the workers in the plant were unorganized" (同)unorganised, nonunionized, nonunionised
29. not having or belonging to a structured whole; "unorganized territories lack a formal government" (同)unorganised
30. organized again; "a reorganized business" (同)reorganised
31. underworld organizations (同)gangland, gangdom
32. employees who are represented by a labor union
33. methodical and efficient in arrangement or function; "how well organized she is"; "his life was almost too organized"
34. being a member of or formed into a labor union; "organized labor"; "unionized workers"; "a unionized shop" (同)organised, unionized, unionised
35. formed into a structured or coherent whole

PrepTutorEJDIC

1. 〈C〉(特定の目的をもった)『集会』,『会合』,会議 / 《A-》(米国州議会の)下院 / 〈U〉(機械の)組立て;〈C〉組立て部品
2. {C}(建物・橋などの)建造物 / {U}(…の)構造,誠成,組織《+of~名》 / {C}構造(構成)体,組織体 / 〈思想など〉‘を'組み立てる,組織化する
3. 〈物〉'を'『組み立てる』,造る,建造する,建築する / (年月をかけて)〈事〉'を'『作り上げる』,築き上げる;《受動態で》〈体・性質〉'を'作る / 〈U〉造り,講造(make) / 〈U〉〈C〉体格
4. (一定の計画・設計に従って)…'を'『組み立てる』,建造する,建設する / 〈文・理論など〉'を'構成する,考案する / (幾何で)〈図形〉'を'描く,作図する / (心の中の)複合概念
5. 未編成の,まとまっていない / 組合に加入してない
6. 組織された / (労働者が)組織化された

Wikipedia preview

出典(authority):フリー百科事典『ウィキペディア（Wikipedia）』「2014/02/08 22:44:58」(JST)

wiki en

[Wiki en表示]

Organizing effective management is crucial for nearly all large organizations and generally valuable for those of any size.

History

Historically, humanity has always intended to organize itself.^{[citation needed]} The organizing of information could be seen since humans began to write. Prior to that, history was passed down only through song and word. We can see with religion, books and spoken word, science, through journals and studies, or in myriad other ways, organizing not only is history, but also supports the communication of history. Recording ideas in a written text, as opposed to verbally communicating with someone, and more specifically cataloging ideas and thoughts, is also an attempt to organize information.

Science books are notable by their organization of a specific subject.^{[citation needed]} Encyclopedias usually organize subjects into a single place, for faster indexing and seeking of meanings.

Nature of organization

The following are the important characteristics of organization.

Specialization and division of work

The entire philosophy of organization is centered on the concepts of specialization and division of work. The division of work is assigning responsibility for each organizational component to a specific individual or group thereof. It becomes specialization when the responsibility for a specific task lies with a designated expert in that field. The efforts of the operatives are coordinated to allow the process at hand to function correctly. Certain operatives occupy positions of management at various points in the process to ensure coordination.

Orientation towards goals

Every organization has its own purposes and objectives. Organizing is the function employed to achieve the overall goals of the organization. Organization harmonizes the individual goals of the employees with overall objectives of the firm.

Composition of individuals and groups

Individuals form a group and the groups form an organization. Thus,organization is the composition of individual and groups. Individuals are grouped into departments and their work is coordinated and directed towards organizational goals.

Differentiated functions

The organization divides the entire work and assigns the tasks to individuals in order to achieve the organizational objectives; each one has to perform a different task and tasks of one individual must be coordinated with the tasks of others. Collecting these tasks at the final stage is called integration.

Continuity

An organization is a group of people with a defined relationship in which they work together to achieve the goals of that organization. This relationship does not come to end after completing each task. Organization is a never ending process.

Purpose of organization

Helps to achieve organizational goal

Organization is employed to achieve the overall objectives of business firms. Organization focuses attention of individuals objectives towards overall objectives.

Optimum use of resources

To make optimum use of resources such as men, material, money, machine and method, it is necessary to design an organization properly. Work should be divided and right people should be given right jobs to reduce the wastage of resources in an organization.

To perform managerial function

Planning, Organizing, Staffing, Directing and Controlling cannot be implemented without proper organization.

Facilitates growth and diversification

A good organization structure is essential for expanding business activity. Organization structure determines the input resources needed for expansion of a business activity similarly organization is essential for product diversification such as establishing a new product line.

Humane treatment of employees

Organization has to operate for the betterment of employees and must not encourage monotony of work due to higher degree of specialization. Now, organization has adapted the modern concept of systems approach based on human relations and it discards the traditional productivity and specialization approach.

Applications

Organizing, in companies point of view, is the management function that usually follows after planning. And it involves the assignment of tasks, the grouping of tasks into departments and the assignment of authority and allocation of resources across the organization.

Structure

The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated.

1. A set of formal tasks assigned to individuals and departments.
2. Formal reporting relationships, including lines of authority, decision responsibility, number of hierarchical levels and span of managers control.
3. The design of systems to ensure effective coordination of employees across departments.

Work specialization

Work specialization (also called division of labour or job specialization) is the degree to which organizational tasks are sub-divided into individual jobs. It may increase the efficiency of workers, but with too much specialization, employees may feel isolated and bored. Many organizations enlarge jobs or rotate assigned tasks to provide greater challenges.

Chain of command

Chain of command is the vertical lines of a command structure that is used for the purposes of overall responsibility and accountability in the achieving of stated goals and objectives through the use of orders one direction and reports of compliance in the other direction. Chain of command differs from horizontal lines in an organization which are basically the communication and coordinating lines of the organization.

Authority, responsibility, and accountability

• Authority is a manager's formal and legitimate right to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes.
• Responsibility means an employee's duty to perform assigned task or activities.
• Accountability means that those with authority and responsibility must report and justify task outcomes to those above them in the chain of command.

Delegation

Delegation is the process managers use to transfer authority and responsibility to positions below them. Organizations today tend to encourage delegation from highest to lowest possible levels. Delegation can improve flexibility to meet customers’ needs and adaptation to competitive environments. Managers often find delegation difficult

Types of authority (and responsibility)

Line authority managers have the formal power to direct and control immediate subordinates. The superior issues orders and is responsible for the result and dash;the subordinate obeys and is responsible only for executing the order according to instructions.

Functional authority is where managers have formal power over a specific subset of activities. For instance, the Production Manager may have the line authority to decide whether and when a new machine is needed but the Controller demands that a Capital Expenditure Proposal is submitted first, showing that the investment will have a yield of at least x%; or, a legal department may have functional authority to interfere in any activity that could have legal consequences. This authority would not be functional but it would rather be staff authority if such interference is "advice" rather than "order".

Staff authority is granted to staff specialists in their areas of expertise. It is not a real authority in the sense that a staff manager does not order or instruct but simply advises, recommends, and counsels in the staff specialists' area of expertise and is responsible only for the quality of the advice (to be in line with the respective professional standards etc.) It is a communication relationship with management. It has an influence that derives indirectly from line authority at a higher level.

Line and Staff Authorityis the combination of Line organization and Staff organization. Such organization follows both the principles of scalar chain of command and there is a provision for specialized activities to be performed by staff officers who act in an advisory capacity

Span of management

Factors influencing larger span of management.

1. Work performed by subordinates is stable and routine.
2. Subordinates perform similar work tasks.
3. Subordinates are concentrated in a single location.
4. Subordinates are highly trained and need little direction in performing tasks.
5. Rules and procedures defining task activities are available.
6. Support systems and personnel are available for the managers.
7. Little time is required in non-supervisory activities such as coordination with other departments or planning.
8. Managers' personal preferences and styles favour a large span.

Tall versus flat structure

• Tall - A management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels. Tight control. Reduced communication overhead.
• Flat - A management structure characterized by a wide span of control and relatively few hierarchical levels. Loose control. Facilitates delegation.

Centralization, decentralization, and formalization

• Centralization - The location of decision making authority near top organizational levels.
• Decentralization - The location of decision making authority near lower organizational levels.
• Formalization - The written documentation used to direct and control employees.

Departmentalization

Departmentalization is the basis on which individuals are grouped into departments and departments into total organizations. Approach options include:

1. Functional - by common skills and work tasks
2. Divisional - common product, program or geographical location
3. Matrix - combination of Functional and Divisional
4. Team - to accomplish specific tasks
5. Network - departments are independent providing functions for a central core breaker

Importance of organizing

• Organizations are often troubled by how to organize, particularly when a new strategy is developed
• Changing market conditions or new technology requires change
• Organizations seek efficiencies through improvements in organizing

See also

• Order theory
• Sorting
• Community organizing
• Union organizer
• Professional organizer
• The organization of the artist

References

UpToDate Contents

全文を閲覧するには購読必要です。 To read the full text you will need to subscribe.

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English Journal

• The modular organization of the cerebral cortex: Evolutionary significance and possible links to neurodevelopmental conditions.

• Casanova MF, Casanova EL.
• The Journal of comparative neurology. 2019 Jul;527(10)1720-1730.
• The recognition of discernible anatomical regularities that appear to self-organize during development makes apparent the modular organization of the cerebral cortex. The metabolic cost engendered in sustaining interneuronal communications has emphasized the viability of short connections among neig
• PMID 30303529

• A model of neocortical area patterning in the lissencephalic mouse may hold for larger gyrencephalic brains.

• Jones WD, Guadiana SM, Grove EA.
• The Journal of comparative neurology. 2019 May;527(9)1461-1477.
• In the mouse, two telencephalic signaling centers orchestrate embryonic patterning of the cerebral cortex. From the rostral patterning center in the telencephalon, the Fibroblast Growth Factor, FGF8, disperses as a morphogen to establish the rostral to caudal axis of the neocortical area map. FGF8 c
• PMID 30689213

• Do Nursing Home Residents With Dementia Receive Pain Interventions?

• Nakashima T, Young Y, Hsu WH.
• American journal of Alzheimer's disease and other dementias. 2019 May;34(3)193-198.
• This study compares pain interventions received by nursing home residents with and without dementia. Secondary data analyses of cross-sectional data from 50,673 nursing home residents in New York State were collected by the Minimum Data Set 3.0. Frequency distributions and bivariate analyses with χ
• PMID 30971106

Japanese Journal

• 時空間構成による認識内容と技能内容を統一する実践に関する研究 : バスケットボール授業実践を例として

• 福祉社会学部論集 = Quarterly journal of welfare society 36(2), 67-83, 2017-10
• NAID 120006367435

• ゲーム理論に基づいた複雑ネットワーク形成のモデル化

• 21（1）, 2017-09-30
• NAID 120006361172

• 体育の存在意義論の批判的検討 : 課題の整理と今後の議論に向けた考察

• 仙台大学紀要 49(1), 37-44, 2017-09
• NAID 120006350900

• 自発的関与による費用負担 : 自然保護・アメニティ保全を念頭に (特集 日本における環境経済学の到達点と課題)

• 一橋経済学 = Hitotsubashi economics 11(1), 47-56, 2017-07
• NAID 120006329494

Related Links

• organizeの意味・使い方｜英辞郎 on the WEB：アルク

organize 【他動】 〔組織を〕編成する、組織する・My plan to organize a tennis club is gaining momentu...【発音】ɔ ːrgənàiz【カナ】オーガナイズ【変化】《動》organizes ｜ organizing ｜ organized - アルクがお届けするオンライン英和 ...

• organizeの意味は？arrangeと違いはあるの？ | お役立ち英語情報

organizeの意味を紹介します。 真っ先に「組織する」という 意味が出てきますが organizeはそれだけではないです。 今回紹介する2つの意味も重要ですよ。

• organiseの意味・使い方｜英辞郎 on the WEB：アルク

organise 〈英〉＝ organize - アルクがお届けするオンライン英和・和英辞書検索サービス。 ... 該当件数 : 645件 ＊ データの転載は禁じられています。

Related Pictures

---

★リンクテーブル★

リンク元	「100Cases 59」「構築」「construct」「structure」「assemble」
拡張検索	「reorganize」「nucleolus organizer」「nucleolus organizer region」
関連記事	「organized」

「100Cases 59」

　　[★]

☆case59　尿中の血液

52歳　ビジネスマン

顕微鏡的血尿のため泌尿器科医に紹介があった。

主訴：顕微鏡的血尿

現病歴：6ヶ月前、new jofのためのisurance medicalで血尿を指摘された。以来、家庭医に2回血尿指摘された。以前の尿検査は正常だった。一度も顕微鏡は指摘されたことが無く、泌尿器系の症状もなかった。顕微鏡的血尿であることを除けば健康である。視覚、聴覚に問題なし。タバコ1日30本、アルコール35 unit/week(缶ビール(350ml)20本/週)

既往歴：特記無し。

家族歴：特記無し。腎臓病の家族歴無し

・身体所見

　栄養状態良く体調はよい。心拍：72/分、整。血圧：146/102 mmHg。心血管系、呼吸器系、腹部、神経学所見：異常なし。眼底鏡でarteriovenous nippingを認める。

・検査

(血液生化学)

　上昇：尿素、クレアチニン、γ-GTP

　

(尿検査)

蛋白：＋＋。血尿：＋＋。赤血球：>100 red cells

24時間尿蛋白：1.2g; 正常値 <200mg/24hr

(その他)

ECG：左室拡大。腎超音波検査：大きさは正常

(第一パラグラフ)

　・顕微鏡的血尿の原因は腎臓と尿路系のものがある(ex.前立腺病変、結石)。

　・顕微鏡的血尿　＋　高度のタンパク尿　＋　高血圧　＋　腎障害　＝　慢性糸球体腎炎の病態

　・γ-GTP高値はアルコールの過剰摂取による肝臓病であることに適合する

　・男性で推奨されるアルコール摂取の上限は、28unit/週 ()

(第二パラグラフ)IgA腎症

　・IgA腎症は先進国における一般的な糸球体腎炎。メサンギウム領域におけるIgAの蓄積が特徴的

　・患者はしばしば、上気道感染と同時におこる顕微鏡血尿のエピソードがある

　・IgA腎症は多くは特発性だけど、ヘノッホ-シェーンライン紫斑病(Henoch-Schonlein purpura)とアルコール性肝硬変(alcoholic cirrhosis)と関連するのが普通である。

　・IgA腎症の患者の20%は20年の経過で末期腎不全(end-stage renal failure)に陥る。

(第三パラグラフ)基底膜病・アルポート症候群

　・菲薄基底膜病はisolated microscopic hematuria、minimal proteinuria及び正常腎機能(悪化しない)をしめす家族性の疾患である。

　・電顕的にはびまん性の糸球体基底膜の菲薄化が見られる(300-400nm -> 150-225nm)

　・アルポート症候群は進行性糸球体病態であり、聴覚消失と視覚異常と関連している。ふつうX連鎖優性遺伝で、男性がひどく影響を受ける。

(第四パラグラフ)What further incestigations would you organize?

　・腎生検

　・age>50: 尿細胞診、前立腺特異抗原、膀胱鏡　→　除外診断のため(膀胱・前立腺病変)

　・肝超音波検査が必要で、肝生検を考慮するべき。

(第五パラグラフ)What advice would you give this patient

　・指導：禁酒、血圧のコントロール

　・経過観察：透析、腎移植に移行しうるため

　・血清/血漿クレアチニン：これはGFRが50%減らないと上昇しない　→　この症例では軽度のクレアチニンの上昇は腎機能は正常の腎機能の40%であることを示す。

　・治療：免疫抑制薬がIgA腎症の大部分で透析導入を遅らせるという証拠はない

■KEYPOINT

　・50歳以下の血尿のみを訴える患者はまず腎臓専門医に紹介すべき。

　・50歳以上の血尿のみを訴える患者は、膀胱や前立腺の疾患を除外するためにまず泌尿器科医に紹介すべき

　・血清/血漿クレアチニンのわずかな上昇は腎機能の大きな喪失を示している。

　・大量のアルコール摂取による肝障害は明らかな徴候なく起こるかもしれない。

■もっとも一般的な顕微鏡的血尿をきたす糸球体による原因

IgA腎症

菲薄基底膜病(thin basement membrane disease)

アルポート症候群(XR)

■高血圧の病理的帰結 HIM.1552

・高血圧が生み出すリスクファクター：粥状硬化症

・高血圧が悪化因子？(predisposing factor)となる疾患：心不全、冠動脈疾患、梗塞、腎臓病、末梢動脈疾患

　心臓：高血圧性心疾患は高血圧に対する機能的・構造的適応　→　左心室肥大、拡張期機能不全(diastolic dysfunction)、うっ血性心不全、血行異常(冠状動脈の粥状硬化・微小血管障害による)、不整脈

　左心室肥大(1遺伝的要因と血行動態要因による)　→　↑リスク：冠動脈心疾患、梗塞、慢性心不全、突然死

　拡張期機能不全：(左心室壁が肥厚して拡張期に十分拡張できないという意味での機能不全(written by s))

　脳：(高血圧は脳梗塞と脳出血のリスクファクター)

　　・認知症(脳梗塞による)

　　・高血圧脳症(autoreguration(50-150mmHg)が傷害され、重度の頭痛、悪心・嘔吐、巣状神経徴候(focal neurologic sign)、精神状態の変調をきたす)

　腎臓：高血圧は腎障害と末期腎臓病のリスクファクター。

　　・腎臓における粥状硬化性の高血圧に関連した血管損傷は、最初に糸球体の前の細動脈に及ぶ。これにより糸球体と糸球体の後の構造に虚血性の変化を起こす。

　　・糸球体の損傷は糸球体の高灌流による糸球体毛細血管の損傷の結果かもしれない。

　　・糸球体の病理は糸球体硬化症を呈し、そして尿細管は虚血により萎縮する。

　末梢動脈：長期にわたって持続する高血圧により、下肢の動脈を狭窄させる　→　跛行

　網膜：交差現象(http://www.1stretinalscreen.com/ra_DR_NonDR.asp )

AV nipping is indicative of hypertension and describes the changes which occur at arteriovenous crossings in the retina where an artery crosses a vein. In patients with hypertension and associated arteriolosclerosis (narrowing of the artery) the artery applies increased pressure on the vein at the point where it passes over the top of the vein.

■顕微鏡的血尿

　血尿のうち、肉眼的には血尿ではないが、尿沈渣で400倍毎視野1個以上の赤血球を認める場合をいう。 しかしそれでは再現性に乏しいので、一般的には5個以上の赤血球を認める場合を顕微鏡的血尿といい病的意義をもつ。

■glossary

modest adj. 謙虚な。慎み深い、控えめな、遠慮がちの。(主に女性が)しとやかにした、ひどく上品な。質素な、地味な。適度の、穏当な。大きくない、ささやかな。

「構築」

　　[★]

英

assembly、architecture、assemble、construct、build、structure、architectural、organize

関

アセンブリー、集める、オーガナイズ、器質化、組立、建設、構成、構造、作成、作成物、集合、組織化、集合体、仕組み、構築的、建築物、組み立てる、コンストラクト、アセンブリ、構造物、アセンブル、アッセンブリー、会合体、構造体、構築物、構築上

「construct」

　　[★]

• n.

• コンストラクト、構築物、作成物

• v.

• 構成する、構築する、作成する、組み立てる

関

architectural、architecture、assemble、assembly、build、compose、composition、comprise、constitute、constitution、construction、constructional、context、create、generate、organize、prepare、produce、structure

　 　 　 　 　

「structure」

　　[★]

• n.

• 構造、構成、構造体、構造物、仕組み、構築する

関

architectural、architecture、assemble、assembly、build、compose、composition、comprise、conformation、constitute、constitution、construct、construction、constructional、context、formation、machinery、makeup、mechanism、organize

　 　 　 　 　 　

「assemble」

　　[★]

• v.

• 構築する、集合する、集める、アセンブルする、組み立てる

関

aggregation、amass、architectural、architecture、assemblage、assembly、build、collect、come together、construct、convergence、gather、organize、populate、population、structure

　 　 　

「reorganize」

　　[★]

• 再編成する

関

rearrange、rearrangement、reform、reformation、reorganization

　 　

「nucleolus organizer」

　　[★] 核小体形成体

関

nucleolar organizer

「nucleolus organizer region」

　　[★]

• 核小体形成域

関

nucleolar organizer

「organized」

　　[★]

• adj.

• 器質化の、器質性の

関

organic、organization、organize