ORGANIZATION

R.RAGUPATHY M.SC(N) II YEAR

INTRODUCTION

Organization is the backbone of the management , without official Organization no management can perform its functions smoothly second Organization contributes greatly to the continuity and success makes enterprise poor Organization structure makes good performance is possible , no matter how good the individual .

DEFINITIONS
Organization is the form of every human association for the attainment of common purpose and the process of relating specific duties or functions of the whole. -J.D.Mooney. Organization is the arrangement of personnel for facilitating the accomplishment of agreed purpose through allocation of functions and responsibilities. -L.White.

NATURE OF ORGANIZATION

Make careful determination of what jobs are to be done & what workers are required to do them. Assess the amount of materials , tools, equipments needed for the accomplishment of the work.

PURPOSES OF ORGANIZATION
The purpose of organization is to unify that effort & a clear understanding of human relationship is necessary if the desired result is to be obtained. To achieve this organization should have four Ps. Which form the base for organization as follows-

P = purpose (Health & FP)

P = Process (e.g.) Law, Personnel

P = Person Target group (e.g.) Eligible couple, Down trodden.

P = Place setting (e.g.) Primary Health Centre, (34000 population) Hospital

ADVANTAGES
Organization ensures an optimum use of human efforts through specialization. Organization places a proportionate and balanced emphasis on various activities. It fosters co-ordination in the enterprises.

Adds expansion & growth of the enterprise

Provides scope for training and developing managers.

PRINCIPLES OF ORGANIZATION
Hierarchy Span of control. Integration Vs Disintegration Centralization Vs Decentralization

Unity of command
Delegation

HIERARCHY
This means the rule or control of the higher to lower. Organization is essentially the division of functions among a given number of persons. The distribution of functions and responsibilities is both horizontal and vertical. Vertical distribution creates levels like top management , middle management , supervision and the level of specific performance.

Advantages of scalar chain of command:

Instrumental in integration & cohesiveness.

Serves as a channel of communication upwards & downwards. No chance of ignoring the intermediate links. Clarifies / defines the relative position of each post in the organization. Disadvantages

Delays decision making.

Functions of hierarchal structure:

Fixing the responsibility .

Providing leadership.

Providing means for exerting influence and exercising fellowship.

Making the organization manageable Making it acceptable. Decides at which level decision of various kinds are made.

SPAN OF CONTROL

It means the number of subordinates an officer can effectively supervise.

The shorter the span, the greater will be contact & consequently more effective control.

SPAN OF CONTROL

Span of control varies with four features: Function Type of work to be supervised Personality competence of the supervisor & the subordinates concerned Time age of the organization concerned Space place where the work is to be supervised

INTEGRATION VS DISINTEGRATION

Integration is unification . Line of authority runs unbroken from chief executive, through various levels to all the parts of the system. Disintegration is not connected continually. There can be broken line.

CENTRALIZATION VS DECENTRALIZATION

Centralization Authority at top level. Every decision is taken by the top level person. Decentralization Central authority gives power to the subordinates to use their discretion in decision making in most of the matters. Major and important decisions are referred to top level

S.No

Centralization

Decentralization at At Middle. At Middle Hqrs supply leadership

1 Greater decision top-Falser 2. Responsibility at top 3. Hqrs issue orders

4. Lower Personnel have More Initiative no initiative

UNITY OF COMMAND
Every member of an organization should report to one leader or supervisor. Problems if not followed : Confusion Blurring of responsibility

Shirking of duties
Abusing authority

Evading accountability

DELEGATION
Delegation has 3 aspects of dimensions. Assignment of duties Grant of authority Creation of accountability

Principles of delegation: Assign duties in terms of expected results Parity of authority & responsibility Clarify limits of subordinates authority Unity of command

ADVANTAGES..
It serves as a vehicle of co-ordination. It develops increase sense of responsibility. It reduces the executive burden.

It minimizes delay.
It ensures effective control (by providing authority). It multiplies the limited personal capacity of the supervisor. It permits subordinates to develop their capacity. It increases subordinates job satisfaction.

PLAN
Identify the skill or educational level

Evaluate

STEPS IN DELIGATION
Be available

Communi -cate exactly

Set time limits, monitor

Delegate authority & responsibility

TYPES OF ORGAIZATION

FORMAL ORGANIZATION

The formal organization is a system of well defined jobs, each bearing definite measure of authority, responsibility and accountability to enable the people of the enterprise to work most effectively in accomplishing their objectives and organizational goals.

NONFORMAL ORGANIZATION

Existing within the formal organization is Nonformal organization that permits and sometime encourages behavior by members. This Nonformal behavior is frequently desirable and also work oriented and contributes significantly to efficiency.

Behavioral factors such as unnecessary socializing on the job, group values and cultural likes and dislikes serve as bases for nonformal education.

INFORMAL ORGANIZATION It refers to largely to what people do because they are human personalities. Their actions are directed in terms of needs, emotions and attitude and only in the terms of procedures and regulations. Organization is nothing system of employees and employees groups which develop in any work environment for achieving explicit goals. In the informal organization, people work together because of their personal likes and dislikes.

LINE ORGANIZATION The line type organization is commonly used for small enterprises, especially by retailer and manufactures having perhaps seven to eight employees. It has outstanding advantages: quick decision making is fostered; buck passing is eliminated excellent management training experience provided; and the type of authority relationships are clearly understood.

LINE AND STAFF ORGANIZATION

A second d type of formal structure is line and staff organization. This pattern develops when a simple line organization is altered to provide management specialists to support the chief executive. The typical line and staff organization to which staff specialists were later attached to improve management functions.

LINE AND STAFF ORGANIZATION

COMMITTEE ORGANIZATION It can be defined as A body of persons elected or appointed to meet on an organized basis for the discussion and dealing of mattes brought before it.

STEPS OF ORGANIZATION
Determine the objectives for each activities

Decide on the various types of activities

Group the activities Decide group of activities in terms of number of staff Determine the authority, responsibility & accountability of different members of staff which includes:

-Lines of authority with the channels of communication.

- The relationship between members, departments, supervisors, peers and subordinates.

THEORIES OF ORGANIZATION

USES OF ORGANISATIONAL THEORY: Guidelines to work in different situations. Achieve efficiency and effectiveness. Testing hypothesis and improve the theory further.

Knowledge is expanded.
Helps for research.

OBJECTIVES OF ORGANIZATIONAL THEORY:

To explain and product the process and behavior patterns in organizational settings. It focuses attention on social or human grouping and explain human behaviors. It provides a scientific basis for managerial actions designed to improve organizational effectiveness. Seeks to any type of inner process in organizations. To discover important variables of organizational behaviors.

DIFFERENT THEORIES
Classical organizational theory. Bureaucratic model introduced by Max Webber.

Scientific management introduced by FW Taylor.

Process management by Henry Fayol

Neo classical or behavioral theory. Human relations propounded by Elton Mayo. Behavioral sciences movements by Maslow.

The modern management. Quantitative approach to management. Systems approach to management by vennetht Boulding. Contingency approach by Johnson Woodward.

CLASSICAL ORGANISATIONAL THEORY

Division of work Authority Discipline Unity of command Unity of direction Subordination of individual interest to general interest Remuneration

Centralization or decentralization Scalar chain Order equity Stability of tenure Initiative Esprit decorps .He mainly has dealt with formed organization.

NEO CLASSICAL ORGANISATIONAL THEORY

The organization is a social system.

Social environment on the job affects the people and also the management.
In the formal organization , an informal organization also exists, it is affected by the formal organization. Man in inter dependant and his behavior can be predicted in terms of social and psychological factors. Men is diversely motivated and wants to fulfill different types of needs. Communication is necessary for the functioning of organization. Team work is essential.

HUMAN RELATIONS ORGANISATIONAL THEORY

Mechanistic approach :
More power to top managers Organization is seen as machine Workers are viewed as cogs

Humanistic Approach (Participatory management)

More importance to people Informal groups functioning Human motivation

BUREAUCRATIC ORGANIZATIONAL THEORY

Features of Bureaucratic Theory Staff are expected to do only impersonal duties. Clear hierarchy exist. Officers functions are clear. Officials are appointed based on contact. Selection is based on professional qualification.

Have salary & pension right.

Has career structure & promotion. Subject to unified control & discipline.

CONTIGENCY ORGANISATIONAL THEORY

Contingency theory is an extension of the systems theory of organization. There is no particular managerial action or organizational design that is appropriate for all situations. The design and managerial action depends on the situation. It is contigent on the situation and circumstance , this theory can also be called as situational theory.

MANAGERIAL MODELS

Traditional model.

Human relation model

Human resource model

ORGANIZATIONAL STRUCTURE
organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims TYPES: Bureaucratic structures Post-bureaucratic Divisional structures

Matrix structure.
Team , matrix and virtual

ORGANIZATIONAL CLIMATE
Organizational climate (sometimes known as Corporate Climate) is the process of quantifying the culture of an organization. It is a set of properties of the work environment, perceived directly or indirectly by the employees, that is assumed to be a major force in influencing employee behavior.

The approaches are:

Cognitive schema approach. Shared perception approach. Climate surveys

ORGANIZATIONAL EFFECTIVENESS

Organizational effectiveness is the concept of how effective an organization is in achieving the outcomes the organization intends to produce.[1] The idea of organizational effectiveness is especially important for non-profit organizations :Instead of measuring organizational effectiveness, the organization determines proxy measures which will be used to represent effectiveness