HUMAN ORGANIZATION

INTRODUCTION
Human Organization as defined is an entity comprising multiple people, such as an
institution or an association, that has a particular purpose. While it is important to organize
things in a certain way more so jobs. Human organization is no excuse to be given the
same amount of attention it needs.
Organizations may also operate secretly or illegally in the case of secret societies,
criminal organizations and resistance movements. And in some cases may have
obstacles from other organizations (ex: MLK's organization)[3] but what makes an
organization an organization is not the paperwork that makes it official but to be an
organization there must be four things:
1. A goal in mind
2. A leader or committee making the decision
3. action involved
4. communication and members.
Another thing to be recognized by the government. An organization must either be filling
out Incorporation (business) or recognition in the form of either societal pressure (ex:
Advocacy group), causing concerns (ex: Resistance movement) or being considered the
spokesperson of a group of people subject to negotiation.

METHODS
The study of organizations includes a focus on optimizing organizational structure.
According to management science, most human organizations fall roughly into four types:
 Committees or juries
 Ecologies
 Matrix organizations
 Pyramids or hierarchies

Committees or juries

These consist of a group of peers who decide as a group, perhaps by voting. The
difference between a jury and a committee is that the members of the committee are
usually assigned to perform or lead further actions after the group comes to a decision,
whereas members of a jury come to a decision. In common law countries, legal juries
render decisions of guilt, liability and quantify damages; juries are also used in athletic
contests, book awards and similar activities. Sometimes a selection committee functions
like a jury. In the Middle Ages, juries in continental Europe were used to determine the
law according to consensus among local notables.
Committees are often the most reliable way to make decisions. Condorcet's jury theorem
proved that getting the average member votes is better than a roll of dice, then adding
more members increases the number of majorities that can come to a correct vote. The
problem is that if the average member is subsequently worse than a roll of dice, the
committee's decisions grow worse, not better; therefore, staffing is crucial.

Ecologies

This organizational structure promotes internal competition. Inefficient components of the

organization starve, while effective ones get more work. Everybody is paid for what they
actually do, and so runs a tiny business that has to show a profit, or they are fired.
Companies who utilize this organization type reflect a rather one-sided view of what goes
on in ecology. It is also the case that a natural ecosystem has a natural border -
ecoregions do not, in general, compete with one another in any way, but are very
autonomous.

Matrix organization

This organizational type assigns each worker two bosses in two different hierarchies.
One hierarchy is "functional" and assures that each type of expert in the organization is
well-trained, and measured by a boss who is super-expert in the same field. The other
direction is "executive" and tries to get projects completed using the experts. Projects
might be organized by products, regions, customer types, or some other schemes.
As an example, a company might have an individual with overall responsibility for
products X and Y, and another individual with overall responsibility for engineering, quality
control, etc. Therefore, subordinates responsible for quality control of project X will have
two reporting lines.
Pyramids or hierarchical

A hierarchy exemplifies an arrangement with a leader who leads other individual

members of the organization. This arrangement is often associated with basis that there
are enough imagine a real pyramid, if there are not enough stone blocks to hold up the
higher ones, gravity would irrevocably bring down the monumental structure. So, one can
imagine that if the leader does not have the support of his subordinates, the entire
structure will collapse.
RESULT

According to Hannah Ardent “Equality...is the result of human organization. We are not
born equal”. And so, the need to be organized is very much timely. I also believe that
with a definite Human Organization in hand, an organization will truly succeed in
whatever undertakings it will handle since everybody is given equality in their different
field of work. In as much as we want to deliver the best results, we must also consider
the condition of our working force. Thus, the line “Take care of the humans and they will
take care of the business.

ANALYSIS

An organizational analysis is a diagnostic business process that can help

organizations understand their performance, look for problem areas, identify
opportunities, and develop a plan of action for improving performance. In short, an
organizational analysis is a review of the basic components of an organization.
The benefit of performing an organizational analysis is in identifying problems or
inefficiencies so that strategies can be created to deal with them. An analysis of this
nature shows how organizations are structured and how they operate, so glaring holes
or issues should be able to be spotted more quickly. It also assists with transitions,
mergers, or expansions so that organizations know what their needs are. On the other
hand, an organizational analysis can also show you what's right with a company.
The organizational analysis we're going to discuss here is loosely based on the 7-S
model developed by McKinsey and company.
It covers the following components of an organization:
1. Strategy: This is the plan or steps of action designed to help a company hold and
build on their competitive advantage.
2. Structure: How is the organization designed? This category answers questions
about who is in charge, how various departments relate to each other, and how the
company is organized internally.
3. Systems: This represents the day-to-day work and procedures of an organization's
employees. It answers the question, 'How do employees get the job done?'
4. Shared values: These are the beliefs and values of an organization, displayed
through a company's culture and employee work ethic. These might also guide
company policies.
5. Skills: These explore the capabilities of the employees inside of an organization, or
even the skills of the organization as a whole.
6. Staff: What type of employees do you have, and what are their general
competencies?
7. Style: This refers to how a business is managed and how leaders act and serve.

DISCUSSION

HUMAN ORGANIZATION

A human organization is one form of an abstract concept called a system. A system is

an assembly of parts that form a whole greater than the sum of the parts. Every system
has some unifying principle or force that holds it together. In the case of a human
organization, this unifying element is provided by the management of the organization.
Management in general refers to those people in an organization who are authorized to
give direction to the other members of the organization. Understanding management is
the key to understanding any organization.
There’s a good reason why I think we should also study Organizational Behavior.
Organizational behavior is the study of both group and individual performance and
activity within an organization.
This area of study examines human behavior in a work environment and determines its
impact on job structure, performance, communication, motivation, leadership, etc.
Internal and external perspectives are two theories of how organizational behavior can
be viewed by companies.

FORMAL AND INFORMAL WORK

There’s a general understanding that the word “work” refers to any job or task that
people perform in exchange for money or for some other type of benefit. However,
economists have identified two common types of work: formal and informal. Although
both types of work involve jobs and tasks in exchange for money or benefits, there are
some differences between the two involving things such as contracts, compensation,
and job security.
The Elements of Formal Work

Formal work refers to work in which a company hires an employee under an established
working agreement that includes, salary or wages, health benefits, and defined work
hours and workdays. In most instances, employees don’t work under a signed contract,
but rather work under the agreement reached when the employer offered the job to the
employee. This agreement remains in force until the employer makes a change and
informs an employee about those changes. Employees in a formal work agreement are
often given an annual performance evaluation and are eligible for salary increases and
promotions based on their performance.

The Elements of Informal Work

Informal work refers to work in which an employer hires an employee without an

established working agreement. With informal work, employees don’t receive health
benefits and are often hired temporarily. Their work hours are not guaranteed, which
means that in one week they may work 30 hours, and the following week they may work
only 10 hours. Informal workers are treated like contractors, and often bounce from one
job to another. In most instances, informal workers are paid in cash, but if they are paid
by check, no taxes are deducted from their salary.

Differences Between Formal and Informal Work

One primary difference between formal work and informal work is that formal work is far
more stable than informal work. The reason for this is that companies invest time,
training, and education in formal work employees, so that they can gain new skills that
will benefit the business. Companies that provide informal work are seeking temporary
employees to perform short-term tasks, typically seasonal work, which will end in a few
weeks or months.

Another major difference is that formal work typically pays higher wages than informal
work. The reason is that formal work tends to require a higher level of education or
training than informal work. For example, a computer programmer is a type of formal
work that requires a specific set of skills. In contrast, a person hired to haul old
computers to a recycling dump is performing informal work that doesn’t require any type
of specialized training. As a result, formal workers typically earn higher salaries and
wages than informal workers.

Formal and informal work is also different when it comes to taxes. Formal workers are
taxed under the existing tax guidelines and receive paychecks that reflect these taxes.
Informal workers are not taxed and are responsible for paying their own taxes. As a
result, a country that relies mostly on informal work may not receive all the taxes owed
under the law, since there may be millions of workers that choose not to report their
incomes and pay taxes on that income.