Hierarchy in an organization is necessary and inevitable.The rationale of the hierarchy must however,be rooted in the requirements of the task.Each level of hierarchy in an organization must have a distinct level of responsibility.If the rationale for a certain level in the management hierarchy is not clear,and its responsibility is not distinct, the managers on these jobs may individually fail to give the expected results.In a situation of this kind,the persons concerned are likely to find faults with each other and pass on responsibility to another.
When superiors and subordinates are required to more or less the same work,the hierarchy would not be accepted.In practical terms,each level of the hierarchy must perform distinct tasks.The tasks at each hierarchy must be diff rent from what is being done at the level below.If the levels are not distinct, the probability exists that some of the levels are not required.The levels of hierarchy must be reviewed to determined how clearly one of different from the others.In the event a clearly defined area of responsibility does not exists between two levels.It is likely that only level is needed. Each level must be given clear responsibility and authority to carry out the assigned tasks because vagueness would be an obstacle for the managers to achieving the results expected of them.
Monday, August 2, 2010
MANAGEMENT FUNCTION AND STAGES OF CORPORATE GROWTH
The functions of management do not remain the same for all the types of organizations,They change in focus,emphasis, and importance with the size of the organizations.As the organization grows in size,management functions also become too complex.we can identify four different stages of corporate growth by following ways:
STAGE I-It represents the case of smaller business unit with one-person operation.There is neither Superior not subordinate in this situation.Hence,there is no body to assist the owner-manager in his or her work.
STAGE II-The owner-manager becomes a player-coach.This situation implies extensive participation of subordinates in the operation of the business.The owner-manager,in this case,has to allocate roles to different individuals,and coordinate their function,in addition to his or her own work.Thus, he or she has to perform all the managerial work bu himself or herself.
STAGE III-An additional level of supervision is added.Once this happens, some of the difficulties may arise.The owner-manager looses direst contact with his or her bottom- the staff.He or she has to work through an intermediate level of management.
STAGE IV-It is the stage of formal organization.This involves increase size and multi-layers organization.The plans,policies,budgets,personnel practices,organizational charts control systems,etc. have to be formulated.
STAGE I-It represents the case of smaller business unit with one-person operation.There is neither Superior not subordinate in this situation.Hence,there is no body to assist the owner-manager in his or her work.
STAGE II-The owner-manager becomes a player-coach.This situation implies extensive participation of subordinates in the operation of the business.The owner-manager,in this case,has to allocate roles to different individuals,and coordinate their function,in addition to his or her own work.Thus, he or she has to perform all the managerial work bu himself or herself.
STAGE III-An additional level of supervision is added.Once this happens, some of the difficulties may arise.The owner-manager looses direst contact with his or her bottom- the staff.He or she has to work through an intermediate level of management.
STAGE IV-It is the stage of formal organization.This involves increase size and multi-layers organization.The plans,policies,budgets,personnel practices,organizational charts control systems,etc. have to be formulated.
Sunday, August 1, 2010
FUNCTION OF MANAGEMENT
The broad functions of management are : planning,implementation(organizing and directing), and evaluation (control,assessment and feedback).These threes functions of management can be related with the governance sub-systems of an organizations,planning function is related to the legislative sub system, the implementation function is related to the executive sub-system, and the evaluation function is related to the Judical sub-system.These functions of management are follows:
1.PLANNING:Planning is the important function of management .It is the process of determining mission, goals and targets, and the activities necessary to achieve them.Planning formulates the organization's future course of actions.Organizational plans contain the schedule of activities and show the allocation of resources for reaching goals and objectives .The basic purpose of planning is thus,to make the best possible use of organization's resources to attain the goals .There are basically two levels of planning strategic,dealing with the environment,and internal; dealing with activities with in the organization.All managers ate every level do their own planning.The outcome of planning is strategy.The actions or decisions that managers take to achieve goals are strategies.
2. IMPLEMENTATIONS:This function has two major parts.The first is organizing .Organizing involves execution of activities,allocation of resources, and processing information.It also involve the allocation .These divided function,which are similar,are then grouped together to form different units or departments.Organization structure ,staffing,division of work ,assignments of responsibility,work rules,commitment and coordination are integral parts of organizing function.
The second part of implementation is leading .A manager must be able to make employees want to participate actively in achieving an organization's goals.The leading function involves several activities,such as order giving,supervising,directing,motivating and communicating.Leading function is also responsible for an organizational climate that is conductive to superior performances.The outcome of leadership is high level of motivation and commitment among staff members.
3.EVALUATION:Evaluation is simply defined as finding the value of something.It means to assess,estimate and to appraise the achievements.The general methods of evaluation are,measurement, comparison ,judgement and feedback.Thus,control and management audit systems are crucial at this phase.
Controlling involves the evaluation of operating results as compared to the established standards.These evaluation are followed by prompt remedial actions when deviates from standards .Control is required in the areas of sales,costs,profits,output,quality,accidents,labour relations,employees morale, among others.The cornerstone of financial control is the budget,in which accurately set costs and performances standards are incorporated.The outcome of the control process is the ability to measure performances accurately and regulate organizational efficiency and effectiveness.The controlling function also allows managers to evaluate how well they themselves are performing the planning.
1.PLANNING:Planning is the important function of management .It is the process of determining mission, goals and targets, and the activities necessary to achieve them.Planning formulates the organization's future course of actions.Organizational plans contain the schedule of activities and show the allocation of resources for reaching goals and objectives .The basic purpose of planning is thus,to make the best possible use of organization's resources to attain the goals .There are basically two levels of planning strategic,dealing with the environment,and internal; dealing with activities with in the organization.All managers ate every level do their own planning.The outcome of planning is strategy.The actions or decisions that managers take to achieve goals are strategies.
2. IMPLEMENTATIONS:This function has two major parts.The first is organizing .Organizing involves execution of activities,allocation of resources, and processing information.It also involve the allocation .These divided function,which are similar,are then grouped together to form different units or departments.Organization structure ,staffing,division of work ,assignments of responsibility,work rules,commitment and coordination are integral parts of organizing function.
The second part of implementation is leading .A manager must be able to make employees want to participate actively in achieving an organization's goals.The leading function involves several activities,such as order giving,supervising,directing,motivating and communicating.Leading function is also responsible for an organizational climate that is conductive to superior performances.The outcome of leadership is high level of motivation and commitment among staff members.
3.EVALUATION:Evaluation is simply defined as finding the value of something.It means to assess,estimate and to appraise the achievements.The general methods of evaluation are,measurement, comparison ,judgement and feedback.Thus,control and management audit systems are crucial at this phase.
Controlling involves the evaluation of operating results as compared to the established standards.These evaluation are followed by prompt remedial actions when deviates from standards .Control is required in the areas of sales,costs,profits,output,quality,accidents,labour relations,employees morale, among others.The cornerstone of financial control is the budget,in which accurately set costs and performances standards are incorporated.The outcome of the control process is the ability to measure performances accurately and regulate organizational efficiency and effectiveness.The controlling function also allows managers to evaluate how well they themselves are performing the planning.
PROCESS OF MANAGEMENT
1.LEGISLATIVE SUB-SYSTEM-The legislative sub system consists of formulating goals,polices,common rules,procedure,plan,routines, and budget to given the world relationships in an organizations.This sub-system thus sets the limits (codes of conduct and discipline ) for what the executive sub-system can or cannot do.
2.EXECUTIVE SUB SYSTEM-This sub system con sists of allocating role between managers and operatives and defining the boundary of task performances of each individual.This is a phase of implementing the plans,programmes,political and polices as approved by the legislative sub system.
3.JUDI CAL SUB-SYSTEM-The sub system ensures that the executive sun-systems does indeed function as conceived by the legislative sub-system and also provides the mechanisms to deal with deviations.It identifies the deviations and provide the mechanisms to deal with deviations.It identifies the deviations and provide feed back to the legislative and executive sub-systems of the organization.
2.EXECUTIVE SUB SYSTEM-This sub system con sists of allocating role between managers and operatives and defining the boundary of task performances of each individual.This is a phase of implementing the plans,programmes,political and polices as approved by the legislative sub system.
3.JUDI CAL SUB-SYSTEM-The sub system ensures that the executive sun-systems does indeed function as conceived by the legislative sub-system and also provides the mechanisms to deal with deviations.It identifies the deviations and provide the mechanisms to deal with deviations.It identifies the deviations and provide feed back to the legislative and executive sub-systems of the organization.
PRINCIPLE OF MANAGEMENT
1.MANAGEMENT BY OBJECTIVES-An objectives is an end to be achieved.The objectives of a management system an of its sub-systems must be clearly identified ,defined,and understood.Merely saying where one intends to go does not tale one there;not is saying that one intends to produce some results enough to make it happens.Any confusion or lack of clarity in objectives for specifying objectives clearly is that it enables one to decide how to achieve them.
2.DIVISION OF WORK-Management is an assembly of groups and teams.The work is divided or distributed among the groups and also among members of the group.When there is specialization and division of labour,each member exercise his or her own skills towards achieving the objectives .Management should assign the right(balanced ) proportions and kind of work to groups and employees.It should attempt to bring about a balance among the different groups and employees.
3.SUBSTITUTION OF RESOURCES-Often ,when the resource that are normally used to provide services become scarce or too expensive ,different resources of a different resources or a different balance of the resources may be used to produce the intended results.One particular type of substitution of resource ois labour substitution.
4.SPAN OF CONTROL-For effective supervision and leadership ,the number of subordinates under the immediate supervision of one manager should be limited to manager able number.The span of control,which is also called span of management,can,however be determined depending upon the capacity and skill of the supervisor.
5.DELEGATION OF AUTHORITY-Authority is the right to command or right to act.it indicates the power enjoyed a person to make decision.Individuals in the organizations must be delegated authority commensurate with their assigned responsibilities.Delegating is the one of the aspects of management to facility getting done through others.It takes place when homebody's authority is lent to another.
2.DIVISION OF WORK-Management is an assembly of groups and teams.The work is divided or distributed among the groups and also among members of the group.When there is specialization and division of labour,each member exercise his or her own skills towards achieving the objectives .Management should assign the right(balanced ) proportions and kind of work to groups and employees.It should attempt to bring about a balance among the different groups and employees.
3.SUBSTITUTION OF RESOURCES-Often ,when the resource that are normally used to provide services become scarce or too expensive ,different resources of a different resources or a different balance of the resources may be used to produce the intended results.One particular type of substitution of resource ois labour substitution.
4.SPAN OF CONTROL-For effective supervision and leadership ,the number of subordinates under the immediate supervision of one manager should be limited to manager able number.The span of control,which is also called span of management,can,however be determined depending upon the capacity and skill of the supervisor.
5.DELEGATION OF AUTHORITY-Authority is the right to command or right to act.it indicates the power enjoyed a person to make decision.Individuals in the organizations must be delegated authority commensurate with their assigned responsibilities.Delegating is the one of the aspects of management to facility getting done through others.It takes place when homebody's authority is lent to another.
CHARACTERSTICS OF MANAGEMENT
1.ACHIEVING THE OBJECTIVES-An organization comes into existence to attain certain objectives.Management deals with the achievement of these objectives.A manager's success is measured bu the extent to which these objectives are achieved.Hence,goal setting and goal attainment are the strategic parts of manager;s job.
2.WORKING WITH OTHERS-Organizational goals are achieved with the joint effect of people.Therefore, the managerial challenge lies in work in with people and managing group efforts.Management can provide effectiveness to human efforts only when team or group activities are managed properly.The emphasis or team work is very important.It involves a working environment in which team members interact each other.
3.ATTAINING EFFICIENCY AND EFFECTIVENESS-Efficiency is the managerial ability to minimize or optimize the use of organizational resources in attain the objectives.Organizations are efficient when managers minimize the amount of input resources an the time to produce a given of goods or services Cost-benefits ratios measure such effacing of management.
4.ADOPTING SITUATIONAL APPROACH-Reg most effective and appropriate way of managing an organization depends upon the particular circumstance of each case .The implications here is that each case will be differ net.Therefore the solution to look for will As different organizations generally have systems and rakes for structures,leadership styles,planning functions,and other management practises.
5.COPING WITH THE ENVIRONMENT-The effectiveness of management also lies in its ability to cope with the changing environment.Thier are several internal an external forces influencing organizations.external environment is the most powerful influence on organizations.The changes taking place in the socio -cultural ,legal ,political ,technological , and economic environment affect organizations in various ways.
2.WORKING WITH OTHERS-Organizational goals are achieved with the joint effect of people.Therefore, the managerial challenge lies in work in with people and managing group efforts.Management can provide effectiveness to human efforts only when team or group activities are managed properly.The emphasis or team work is very important.It involves a working environment in which team members interact each other.
3.ATTAINING EFFICIENCY AND EFFECTIVENESS-Efficiency is the managerial ability to minimize or optimize the use of organizational resources in attain the objectives.Organizations are efficient when managers minimize the amount of input resources an the time to produce a given of goods or services Cost-benefits ratios measure such effacing of management.
4.ADOPTING SITUATIONAL APPROACH-Reg most effective and appropriate way of managing an organization depends upon the particular circumstance of each case .The implications here is that each case will be differ net.Therefore the solution to look for will As different organizations generally have systems and rakes for structures,leadership styles,planning functions,and other management practises.
5.COPING WITH THE ENVIRONMENT-The effectiveness of management also lies in its ability to cope with the changing environment.Thier are several internal an external forces influencing organizations.external environment is the most powerful influence on organizations.The changes taking place in the socio -cultural ,legal ,political ,technological , and economic environment affect organizations in various ways.
DEFINITION OF MANAGEMENT
Managerial skills and competencies are keys to organizational success.Managers play a significant role in facilitating organizational effectiveness.Thus,organizations need managers who have both the insight to see and understand the nature of organizations need managers who have both the insight to see understand the nature of organizational problems , and skills and ability to develop strategies for their survival and growth in the present competitive world.Through their work,managers not only make their organizations more defective and compete,but also contribute to nation's economic development and prosperity.The Job of managers is,undoubtedly,very challenging.
Management principles can be applied at all organizations and at all level of an organization.It is a common mistakes to regard management as a function to be carried only in business,commercial,or profit making enterprises.For the nation to prosper,good management is necessary in all organizations operating in the society.Managing well makes work easier;or improves relations with fellow workers; it improves the services the organizations provides to others; and it makes life and work more rewarding .managing well leads to harmonious work;it lessens the irrational and frustrations that arise from confusion and bad organization.managing well improves the quality of work and makes working life more pleasant and meaningful.Good management is to an organization what health to the body; the smooth efficient functioning of all its parts.
Management has existed ever man has been organized into communities.It is sometimes thought to be an innovation of the twentieth century.But this is not so whenever and where ever people worked together in groups-to grow crops and cattle's to buy sell to fight wars , to build temples,etc there was management.
Management principles can be applied at all organizations and at all level of an organization.It is a common mistakes to regard management as a function to be carried only in business,commercial,or profit making enterprises.For the nation to prosper,good management is necessary in all organizations operating in the society.Managing well makes work easier;or improves relations with fellow workers; it improves the services the organizations provides to others; and it makes life and work more rewarding .managing well leads to harmonious work;it lessens the irrational and frustrations that arise from confusion and bad organization.managing well improves the quality of work and makes working life more pleasant and meaningful.Good management is to an organization what health to the body; the smooth efficient functioning of all its parts.
Management has existed ever man has been organized into communities.It is sometimes thought to be an innovation of the twentieth century.But this is not so whenever and where ever people worked together in groups-to grow crops and cattle's to buy sell to fight wars , to build temples,etc there was management.
Tuesday, July 20, 2010
TYPES OF ORGANIZATIONAL GOALS
Organizations set many different types of goals.These goals are most commonly classified into two broad categories.a.level-wise(top,middle and operational), b.time-wise (short-term,medium-term, and long-term).
LEVEL WISE GOALS
Organizations are generally divided into three levels-top,middle and bottom.Generally,organization goals are formulated at the top of the pyramid and filter down.In some cases,the reverse is also true.Based on this classification of organizational levels,four types of goals can identified.a.mission,b,strategic goals,c.tactical goals and operational goals.
MISSION-The organization;s mission describes the vision of its top leadership has of the organization;s purposed and philosophy.The organizations must fir ts visualizes what they aim to become.They develop and formulate inspiring statements of the core purposes of their work.These mission statements, thus,reflect the focus,image,philosophy, and aspirations of the organization.The mission projects the image of the organization.Organizational members identify themselves with the mission and share of pride and commitment.
STRATEGIC GOALS-Strategic goals are stated in general terms.They are developed in view of the mission of the organization.They outline overall organizations goals relating to different dimensions of their business like profit making,product development,resources allocation,human resource development,research priorities, and so on.These are therefore,organization set strategic goal.The board of directors and the top management of the organization set strategic goals.While setting such goals,they seek inputs from staff specialist and middle managers.Strategic goals,they seek inputs from staff specialists and middle managers.Strategic goals,thus,indicate the real in tensions of an organization.The executive management of an organization of an organization usually determines the strategic goals.These top leaders scan the external environment for opportunities or threats to the organization aim is to match internal strengths and weakness to changes in the external environment in order to create new opportunities.
TACTICAL OR INTERMEDIATE GOALS-Tactical or intermediate goals are set to translate the strategic goals into action.These goals involve the middle level managers.Compared with strategic goals,these goals have a some what shorter time span, and more specific and concrete focus .The focus of tactical goals is on how to ope rationalize actions necessary to achieve the strategic goals.
OPERATIONAL GOALS-Operational goals are set for lower-level management.The main concern here is with shorter term issues associated with intermediate or tactical goals.The supervisory level staff members are responsible for develop in and implementing operational goals that will meet the tactical goals.Activities and resources are assigned to individuals and groups to carry out some portion of the operational goals.The operational goals affect employees day to-day-activities.
TIME SPAN
Organizational goals are also set across different time span.It is a common practice divide goals into three time frames-long term,medium and short -term.Missions have infinite time horizon.Strategic goals are long term and cover many years,perhaps even decade.Intermediate or tactical goals are medium term and usually cover periods from one to five years.Operational goals are short term and have a time frame of one year or less.
LEVEL WISE GOALS
Organizations are generally divided into three levels-top,middle and bottom.Generally,organization goals are formulated at the top of the pyramid and filter down.In some cases,the reverse is also true.Based on this classification of organizational levels,four types of goals can identified.a.mission,b,strategic goals,c.tactical goals and operational goals.
MISSION-The organization;s mission describes the vision of its top leadership has of the organization;s purposed and philosophy.The organizations must fir ts visualizes what they aim to become.They develop and formulate inspiring statements of the core purposes of their work.These mission statements, thus,reflect the focus,image,philosophy, and aspirations of the organization.The mission projects the image of the organization.Organizational members identify themselves with the mission and share of pride and commitment.
STRATEGIC GOALS-Strategic goals are stated in general terms.They are developed in view of the mission of the organization.They outline overall organizations goals relating to different dimensions of their business like profit making,product development,resources allocation,human resource development,research priorities, and so on.These are therefore,organization set strategic goal.The board of directors and the top management of the organization set strategic goals.While setting such goals,they seek inputs from staff specialist and middle managers.Strategic goals,they seek inputs from staff specialists and middle managers.Strategic goals,thus,indicate the real in tensions of an organization.The executive management of an organization of an organization usually determines the strategic goals.These top leaders scan the external environment for opportunities or threats to the organization aim is to match internal strengths and weakness to changes in the external environment in order to create new opportunities.
TACTICAL OR INTERMEDIATE GOALS-Tactical or intermediate goals are set to translate the strategic goals into action.These goals involve the middle level managers.Compared with strategic goals,these goals have a some what shorter time span, and more specific and concrete focus .The focus of tactical goals is on how to ope rationalize actions necessary to achieve the strategic goals.
OPERATIONAL GOALS-Operational goals are set for lower-level management.The main concern here is with shorter term issues associated with intermediate or tactical goals.The supervisory level staff members are responsible for develop in and implementing operational goals that will meet the tactical goals.Activities and resources are assigned to individuals and groups to carry out some portion of the operational goals.The operational goals affect employees day to-day-activities.
TIME SPAN
Organizational goals are also set across different time span.It is a common practice divide goals into three time frames-long term,medium and short -term.Missions have infinite time horizon.Strategic goals are long term and cover many years,perhaps even decade.Intermediate or tactical goals are medium term and usually cover periods from one to five years.Operational goals are short term and have a time frame of one year or less.
Monday, July 19, 2010
ORGANIZATIONAL GOALS
An organizational goal is the end-point toward which activities are aimed.It is the target or end that managers want to reach.Goals provide direction and serve as a reference point.Goals are the raisin deter of an organization.In other words,goals are the reason for the existence of an organization.If an organizations fails to achieve its goal, it can be said that it has failed in its objectives.Thus, goals are critical to organizational success and effectiveness.
Organizations are purposive.They have specific goals to attain.In the process of attaining these goals,they mobilize various resources-human as well as non-human (financial,physical,technical,etc.) available to them.Organizational goals, in fact,provide an idea about the character,in tensions,activities, and behaviour of an organization. The nature of goals differs from organization to organization. A business enterprises wants to make a profit or to increase its market share,or to attain higher ethical standards in the conduct of all its affairs.A social organization like a university, in contrasts, may have an objective of increasing access to higher education,or provide relevant and quality education to students in given fields of study.A non-profit hospital aims at improving community health or patient care through mobile camps.These are only the general statements about the in tensions of these organizations.The goals are more precise,specific,measurable, and focused statements.They should state clearly what is to improved changed,reduced, or maintained.
Some organizational theorist distinguish between goals and objectives.Some equate objectives with the mission.Others consider objectives are sub-goals to achieving goals.However,managers use these terms interchangeably.A goal or an objective is considered as a specific commitment to achieve desired results within a given time frame.
Organizational goals are as far as possible,expressed in quantitative measurable, and concrete terms desired to be achieved within a given time period.Goals are firm commitments of the organization to accomplish something specific.Organizations direct their scarce resources and energies into area that will help them to attain their goals.To motivate efforts goals should be linked to reward.An organization may have multiple goals to pursue in a given period of time.When organizations have such multiple goals to attain within limited time,financial and material resources,priorities are fixed.Most crucial and urgent goals are given top priorities.
Organizations are purposive.They have specific goals to attain.In the process of attaining these goals,they mobilize various resources-human as well as non-human (financial,physical,technical,etc.) available to them.Organizational goals, in fact,provide an idea about the character,in tensions,activities, and behaviour of an organization. The nature of goals differs from organization to organization. A business enterprises wants to make a profit or to increase its market share,or to attain higher ethical standards in the conduct of all its affairs.A social organization like a university, in contrasts, may have an objective of increasing access to higher education,or provide relevant and quality education to students in given fields of study.A non-profit hospital aims at improving community health or patient care through mobile camps.These are only the general statements about the in tensions of these organizations.The goals are more precise,specific,measurable, and focused statements.They should state clearly what is to improved changed,reduced, or maintained.
Some organizational theorist distinguish between goals and objectives.Some equate objectives with the mission.Others consider objectives are sub-goals to achieving goals.However,managers use these terms interchangeably.A goal or an objective is considered as a specific commitment to achieve desired results within a given time frame.
Organizational goals are as far as possible,expressed in quantitative measurable, and concrete terms desired to be achieved within a given time period.Goals are firm commitments of the organization to accomplish something specific.Organizations direct their scarce resources and energies into area that will help them to attain their goals.To motivate efforts goals should be linked to reward.An organization may have multiple goals to pursue in a given period of time.When organizations have such multiple goals to attain within limited time,financial and material resources,priorities are fixed.Most crucial and urgent goals are given top priorities.
Sunday, July 18, 2010
TYPES OF ORGANIZATIONS
Organizations are of various typed.They can be classified on different bases.However, the most common clasifications of organizations is based on thier natur e and purpose.Blau and Scot(1964) have given a classification of organizations which they call "who benefits typology.This typology is specifically, concerned with the nature of outpuy from an organizations>four type's of organizations are distinguished a.business organizations,b.nonprofit service organizations,c.mutual-benefit organizations, and d.commonweal organizations.Each of these typed of organizations has a different group of beneficaries.
Blau and Scott used this typology in-order to suggest that special problems are associated with each type of organizations.These problems have to be met by specific organizational forms and strategies.Organizations are mostly concerned with the problem of efficient rennin g in relationship to changing markets and effectiveness.
TYPES OF ORGANIZATIONS
B BUSINESS ORGANIZATIONS-Business organizations are economic entities established for the purpose of making economic gains.They are of avaricious types, Surya Nepal Company,Everest Brewer company, Bottlers Nepal,Standard Chartered Bank,Udaypur Cement Factory,Buddha Airways,Hotel Himalaya are examples of business organization.Although Their nature is different,their purpose is to make profit to survive and grow.The prime beneficiaries of business organizations are their owners or shareholders.
NONPROFIT SOCIAL ORGANIZATIONS-Many organizations are formed not for profit making but for providing services to the clients of the community.For examples,Tribhuvan University,Bir Hospital,Family Planning Association of Nepal, And CRS Company are nonprofit service organizations.They provide specific services to some segment of the society Such organizations run on small fees,donations,grants,endowments, and the like.The prime beneficiaries of nonprofit services organizations are the clients and the communities.
MUTUAL-BENEFIT ORGANIZATIONS-The examples of mutual-benefits organizations are labour unions,trade,associations,teachers associations,chambers of commerce,community clubs and the like .Individuals join these organizations to satisfy their needs for affiliation,associations and security.Membership is , therefore, the strength of these organizations.These organizations are compels to mange.membership dissatisfaction is the biggest threat to these organizations.It members needs are not full filed,they quit their membership.These organizations are also conflict-prone.Therefore, the failure rate is higher in these organization.The prime beneficiaries of mutual-benefit organization are the members.
COMMONWEAL ORGANIZATIONS-Common organizations are basically services organizations.They are created to provide standard.Services to large segment of the population.There is no profit motive behind the formation of these organizations .The common of weal of the organization are postal services,police departments,army units, and other public agencies.The prime beneficiaries of commonweal organization are the general public.
Blau and Scott used this typology in-order to suggest that special problems are associated with each type of organizations.These problems have to be met by specific organizational forms and strategies.Organizations are mostly concerned with the problem of efficient rennin g in relationship to changing markets and effectiveness.
TYPES OF ORGANIZATIONS
B BUSINESS ORGANIZATIONS-Business organizations are economic entities established for the purpose of making economic gains.They are of avaricious types, Surya Nepal Company,Everest Brewer company, Bottlers Nepal,Standard Chartered Bank,Udaypur Cement Factory,Buddha Airways,Hotel Himalaya are examples of business organization.Although Their nature is different,their purpose is to make profit to survive and grow.The prime beneficiaries of business organizations are their owners or shareholders.
NONPROFIT SOCIAL ORGANIZATIONS-Many organizations are formed not for profit making but for providing services to the clients of the community.For examples,Tribhuvan University,Bir Hospital,Family Planning Association of Nepal, And CRS Company are nonprofit service organizations.They provide specific services to some segment of the society Such organizations run on small fees,donations,grants,endowments, and the like.The prime beneficiaries of nonprofit services organizations are the clients and the communities.
MUTUAL-BENEFIT ORGANIZATIONS-The examples of mutual-benefits organizations are labour unions,trade,associations,teachers associations,chambers of commerce,community clubs and the like .Individuals join these organizations to satisfy their needs for affiliation,associations and security.Membership is , therefore, the strength of these organizations.These organizations are compels to mange.membership dissatisfaction is the biggest threat to these organizations.It members needs are not full filed,they quit their membership.These organizations are also conflict-prone.Therefore, the failure rate is higher in these organization.The prime beneficiaries of mutual-benefit organization are the members.
COMMONWEAL ORGANIZATIONS-Common organizations are basically services organizations.They are created to provide standard.Services to large segment of the population.There is no profit motive behind the formation of these organizations .The common of weal of the organization are postal services,police departments,army units, and other public agencies.The prime beneficiaries of commonweal organization are the general public.
CHARACTERISTICS OF AN ORGANIZATION
The definitions given above indicated that organizations have certain common characteristics.The most common characteristics of an organization, which emerge from the definitions, are as follows.
SOCIAL INTERACTION-An organization cons its of people.They interact with each other while at work.This interaction among organizational members leads to the development of network.This interaction among organizational members leads to the development of network of social relations in work places.The smooth running of an organization depends much on the mutual understanding, and the cooperation's and support of the members to one another.
SHARED GOALS OR PURPOSES-An organization has its own definite goals or purpose to attain.Without shared goals,people rarely come together and establish a definite pattern of interacting.Therefore, goal orientation blinds the organizational members together and motivated them to work toward the attainment of the stated goals.
DIVISION OF WORK-Division of work means dividing large tasks into smaller packages of work to be handled by one person.Sometimes, a combined effort of man and machine performs a task.In specific cases, a group of persons are assigned a task.An organization, thus , brings different people together into a network of interactions to perform different tasks.Educational qualification,physical and mental abilities,experiences,skills etc. are the bases of allocating tasks among members.The nature and complexity of tasks determine the rank and status of organizational members.For efficiency,organizations typically divide the functions to enable the members to specialize in one two areas.Greater division of work and separation are to found in more complex organizations.
COORDINATION OF EFFORTS-The divided tasks performed by individuals Neds to be linked together to keep the activities of each division goals focused.This is accomplished by coordination.Coordination is basically a process of linking the activities of the various units of the organization.uncoordinated tasks may not be goal focused.
HIERARCHY OF AUTHOR TY-The jobs to be performed in an organizations are arranged in ladder hierarchy.The bases of the hierarchy construction are job responsibility and accountability,skill demand of the job,and complexity of the job.Higher level jobs are more demanding in terms of responsibility, skill and work experiences. Thus a chain of command is put into place to oversee the work of lower level jobs.A clear hierarchy of authority makes direction,supervision and coordination easier and more effective.
SOCIAL CONTROL-Organizations maintain their control over the behaviour of their members and regulate their activities.They make use of various rules,norms, and standard to ensure acceptable conduct and behaviour of the members may contribute to the process of disorganization's.
On the basis of the definitions and the features of organization given above, we can make important points about characteristics of organizations.
-Organizations are human creations.
-Fundamentally, organizations con sit of people, rather than building, equipment, machinery,etc.
-The term "organization" is used in a general sense.It is not restricted to industrial or commercial firms.Educational and medical institutions , social clubs, and wide range of other organized human activities are forms of organizations.
-People within organizations must be working to common goals and coordinate their activities to this end.
-Although relationships between people are determined according to a certain formal structure,informal groups also exists in organizations.
SOCIAL INTERACTION-An organization cons its of people.They interact with each other while at work.This interaction among organizational members leads to the development of network.This interaction among organizational members leads to the development of network of social relations in work places.The smooth running of an organization depends much on the mutual understanding, and the cooperation's and support of the members to one another.
SHARED GOALS OR PURPOSES-An organization has its own definite goals or purpose to attain.Without shared goals,people rarely come together and establish a definite pattern of interacting.Therefore, goal orientation blinds the organizational members together and motivated them to work toward the attainment of the stated goals.
DIVISION OF WORK-Division of work means dividing large tasks into smaller packages of work to be handled by one person.Sometimes, a combined effort of man and machine performs a task.In specific cases, a group of persons are assigned a task.An organization, thus , brings different people together into a network of interactions to perform different tasks.Educational qualification,physical and mental abilities,experiences,skills etc. are the bases of allocating tasks among members.The nature and complexity of tasks determine the rank and status of organizational members.For efficiency,organizations typically divide the functions to enable the members to specialize in one two areas.Greater division of work and separation are to found in more complex organizations.
COORDINATION OF EFFORTS-The divided tasks performed by individuals Neds to be linked together to keep the activities of each division goals focused.This is accomplished by coordination.Coordination is basically a process of linking the activities of the various units of the organization.uncoordinated tasks may not be goal focused.
HIERARCHY OF AUTHOR TY-The jobs to be performed in an organizations are arranged in ladder hierarchy.The bases of the hierarchy construction are job responsibility and accountability,skill demand of the job,and complexity of the job.Higher level jobs are more demanding in terms of responsibility, skill and work experiences. Thus a chain of command is put into place to oversee the work of lower level jobs.A clear hierarchy of authority makes direction,supervision and coordination easier and more effective.
SOCIAL CONTROL-Organizations maintain their control over the behaviour of their members and regulate their activities.They make use of various rules,norms, and standard to ensure acceptable conduct and behaviour of the members may contribute to the process of disorganization's.
On the basis of the definitions and the features of organization given above, we can make important points about characteristics of organizations.
-Organizations are human creations.
-Fundamentally, organizations con sit of people, rather than building, equipment, machinery,etc.
-The term "organization" is used in a general sense.It is not restricted to industrial or commercial firms.Educational and medical institutions , social clubs, and wide range of other organized human activities are forms of organizations.
-People within organizations must be working to common goals and coordinate their activities to this end.
-Although relationships between people are determined according to a certain formal structure,informal groups also exists in organizations.
Thursday, July 15, 2010
WHAT IS AN ORGANIZATION?
The term "organization" derives from the word org anon meaning a "tool" or an 'instrument".A good tool or instrument is one which has precision,efficiency,reliability and predictability built into it.These features of a good tool or instrument are also present in the functioning of an organization.An organization is built around systems,polices,procedures and technology.Ab organization is built around systems,policies and reliability of performances.
The nature of organizations and the behaviour of the people who create them and work in them are very compels.Hence, any brief definition cannot be perfect.However, these definitions provide a useful starting-point for an examination of organizations.The above definition have many similarities .Differences lie only in their emphasis .Thus,many common elements are found in these definitions.The following are the basic elements in the forefront of these definitions.
-Organizations have started goals or purposes.
-Organizational resources including people are mobilized to attain these goals.
-Organizations coordinate,communicate and plan the activities of their members in the pursuit of these goals.
-The cortical role of management is to ensure organizational survival and effectiveness.
The above discussion on the definition of organizations leads us to the conclusion that organizations have stated goals,communication networks and other coordinating systems.The people who are involved in organizational tasks are willing to cooperate with another to meet the organizational goals.
The nature of organizations and the behaviour of the people who create them and work in them are very compels.Hence, any brief definition cannot be perfect.However, these definitions provide a useful starting-point for an examination of organizations.The above definition have many similarities .Differences lie only in their emphasis .Thus,many common elements are found in these definitions.The following are the basic elements in the forefront of these definitions.
-Organizations have started goals or purposes.
-Organizational resources including people are mobilized to attain these goals.
-Organizations coordinate,communicate and plan the activities of their members in the pursuit of these goals.
-The cortical role of management is to ensure organizational survival and effectiveness.
The above discussion on the definition of organizations leads us to the conclusion that organizations have stated goals,communication networks and other coordinating systems.The people who are involved in organizational tasks are willing to cooperate with another to meet the organizational goals.
INTRODUCTION OF THE ORGANIZATION
An organization is formed whenever people join hands to accomplish some tasks.It is therefore,purposive in nature.It has some specific tasks to accomplish.A family, a community club,a school, a factory, a municipality, a hospital are all examples of an organization.Their,survival,effectiveness, and popularity depend on their effective performances of the function for when they are created.Organization make possible the complies activities.For instance , a well-organized team of players can defeat an unorganized group of people playing football.A very small number of civil servants can manage the activities of the government an the nation.A group of police force can handle the riots.A small group of man ages can run large business enterprises efficiently.All this is possible because of organization.
Organization are the integral part of modern societies.We find organizations in every of modern life.In one-way of the other,we are also a part of these organizations.we live and work through these organizations.Our also a part of these organizations.We live and work through these organizations.Our desires and aspiration are being satisfied through these organization.Hence,knowingly or unknowingly, all of us are associated is some way organizations of some sort and therefore, have first-hand experience of organizational life.
Organizations are thus,not new to us.They have been in existence from the very beginning of human civilization.Whenever collective human efforts were required to accomplish some task, organizations were formed.Even in their earliest forms, the organizations had their own structures and hierarchies.People performed different tasks, they had different roles and different level of authority.They were being coordinated and directed by someone.Today, we call them mangers.The modern organizations are, thus, the improved, more formal and sophisticated forms of those traditional organization.
Organization are the integral part of modern societies.We find organizations in every of modern life.In one-way of the other,we are also a part of these organizations.we live and work through these organizations.Our also a part of these organizations.We live and work through these organizations.Our desires and aspiration are being satisfied through these organization.Hence,knowingly or unknowingly, all of us are associated is some way organizations of some sort and therefore, have first-hand experience of organizational life.
Organizations are thus,not new to us.They have been in existence from the very beginning of human civilization.Whenever collective human efforts were required to accomplish some task, organizations were formed.Even in their earliest forms, the organizations had their own structures and hierarchies.People performed different tasks, they had different roles and different level of authority.They were being coordinated and directed by someone.Today, we call them mangers.The modern organizations are, thus, the improved, more formal and sophisticated forms of those traditional organization.
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