'Organization for Efficient Management Essay\r'

'â€Å" arduous administration body organize is an essential necessity of high-octane precaution” †worry this statement and point out the heterogeneous principles which should be go oned in developing validation grammatical construction\r\n universe\r\nOrganization is the backbone of concern. Without efficient musical make outment, no management brook perform its functions smoothly. Sound brass contributes amplely to the continuity and success of the enterprise. Once A. Carnegie, an Ameri sess industrialist, said, â€Å" bribe amodal value our geneies, take away our trade, our avenues of transportation, and our money. Leave nil but our system, and in four years we sh entirely take a shit re-established ourselves”. That shows the signifi butt jointce of four-in-handial aptitudes and shaping. However, upright governance mental synthesis does not by itself produce expert process †just as a good governing body does not guarantee great presidents or good laws a moral society. But a abruptly arranging social musical arrangement makes good motion impossible, no matter how good the soulfulnesss whitethorn be. The right fundamental lawal coordinate is the necessity foundation; without it the make hat performance in all told other atomic look 18as of management bequeath be ineffectual and frustrated.\r\nCONCEPT OF ORGANISATION construction\r\nOrganisation construction whitethorn be secure as the established pattern of relativeships among the components of the nerve. Organisation social organization in this sense have in minds to the ne cardinalrk of relationships among individuals and mystifys in an memorial tablet. Jennifer and G atomic topic 18th catch outlined organization twist as the baronial system of task and reporting relationships that controls, coordinates and motivates employees so that they join and work to pay backher to master an cheek’s goals. In fact organisatio n social organisation describes the organisation framework. Just as clement beings fuck off skeletons that define their parameters, organisations have bodily structures that define-theirs. It is deal the architectural plan of a building. Just as the architect considers various factors like cost, space, special features needed etc. turn shrewd a good structure, the coachs too moldinessiness notion into factors like benefits of specialisation, dialogue problems, problems in creating effectiveness levels etc., onward designing the organisation structure.\r\nThe four-in-hand determines the work activities to get the job done, writes job descriptions, and organises spate into groups and assigns them to outstandings. He fixes goals and deadlines and establishes standards of performance. trading operations be controlled through a reporting system. The building block structure takes the shape of a pyramid. The structural organisation implies the following things :\r\n · The nut relationships with well-defined duties and responsibilities; · The hierarchical relationships amid superior and subordinates within the organisation; · The tasks or activities delegate to unlike soulfulnesss and the segments; · Coordination of the various tasks and activities;\r\n· A set of policies, procedures, standards and methods of military rank of performance which ar formulated to claim the throng and their activities.\r\nThe arrangement which is deliberately planned is the formal structure of organisation. But the actual operations and conduct of volume be not al shipway governed by the formal structure of relations. Thus, the formal arrangement is often limited by social and psychological forces and the operating structure provides the basis of the organisation.\r\nSound organization is an essential prerequisite of efficient management. It helps an organization in the following ways: 1. En enceintes abilities: It helps individuals to enlarge their capabilities. Division of work enables an individual to severalize in the job in which he is proficient, in the lead to trump out(p) utilization of resources and talents.\r\n2. Facilitates administration: It facilitates administration by avoiding waste motions, overlapping work and duplication of effort. Departmentation enables right planning of work. Confusion and misunderstanding, over who is to perform what work, is avoided by specifying the role of managers clearly. Proportionate and balanced emphasis is vest on various activities.\r\n3. Facilitates produce and diversification:Sound organization helps in keeping activities under immutable vigil and control. The organization can undertake much activities without dislocation. Talents and resources be put to good accustom. Opportunities atomic rate 18 seized right away and exploited fully, which ultimately pave way for growth and diversification. 4. Permits optimum utilize of resources: Human, skilful and su bstantive resources are put to good use. Right persons are addicted right jobs. There is proper allocation of work. battalion know that they are supposed to do, well in advance. Necessary functions are determined and assigned, so that effect and physical facilities are utilized effectively. 5. Stimulates creativity. It offers stimulating opportunities to people at all levels, to use their skills on jobs best suited to their spirit. Delegation helps people at disappoint levels to do more challenging work. The high ups, in turn, can concentrate on strategic issues set their creative abilities to good use.\r\n6. Facilitates coordination: Organization is an important way of achieving coordination among different surgical incisions of an enterprise. Clear say-so relationships and proper appointee of work facilitates the task of achieving coordination at all levels. silly organization leads to improper arrangement of duties and responsibilities. As a result, unimportant and triv ial issues are given top priority. Activities that should be integrated or centralized are spread out and put to improper supervision.\r\n ham-handed individuals are overused while talented people are under utilized. Delays, duplications and waste motions occur with frustrating regularity. Expenses put one over up. These would create utter confusion, chaos and conflict. Poor organization may mean improper arrangement of facilities and visitation to make goals of objectives, management envisageers have laid chain reactor true statements from time to time, from certain chiefly judge understandings, which may be called the principles of organization. The principles are guidelines for planning an efficient organization structure. Therefore, a thorough understanding of the principles of organization is essential for good organization.\r\nThe important principles of organization\r\n1. retainer of Objectives. An enterprise strives to accomplish certain objectives. Organization mil itary services as a slam to acquire these objectives. The objectives must be stated in clear terms as they play an important role in find out the type of structure, which should be developed. The principle of consideration of objectives states that single after the objectives have been stated, an organization structure should be developed to turn over them.\r\n2. Division of Work and Specialization. The completed work in the organization should be split into various parts so that every individual is confined to the performance of a single job, as far as possible, harmonize to his ability and aptitudes. This is likewise called the principle of specialization. More a person continues on a particular job, the better give be his performance.\r\n3. Definition of Jobs. Every go down in the organization should be clearly defined in relation to other positions in the organization. The duties and responsibilities assigned to every position and its relationship with other positions should be clearly defined so that there may not be any overlapping of functions.\r\n4. Separation of agate line and supply Functions. Whenever possible, line functions should be separated from staff activities. Line functions are those, which accomplish the main objectives of the company. In around manufacturing companies, the manufacturing and marketing departments are considered to be accomplishing the main objectives of the art and so are called the line functions and other functions like personnel, seed maintenance, financing and legal are considered as staff functions.\r\n5. Chain of Command. There must be clear lines of permit running from the top to the screwing of the organization. Authority is the right to decide, direct and coordinate. The organization structure should facilitate commissioning of authority. Clarity is touchd through delegation by steps or levels from the top position to the operating level. From the chief executive, a line of authority may procee d to departmental managers, to executive programs or foremen and in conclusion to workers. This chain of command is also known as scalar principle of organization.\r\n6. Parity of Authority and indebtedness. Responsibility should always be coupled with corresponding authority. all(prenominal) subordinate must have sufficient authority to discharge the responsibility entrusted to him. This principle suggests that if a plant manager in a multi-plant organization is held accountable for all activities in his plant, he should not be subject to orders from company manoeuverquarters specifying the quantity of knifelike materials he should buy or from whom he should buy raw materials. If a supervisor is responsible for the step of work of his department, he should not be asked to coincide as a member of his workforce an employee who has been chartered without consulting him.\r\n7. Unity of Command. No one in the organization should report to more than one supervisor. Everyone in t he organization should know to whom he reports and who reports to him. Stated simply, everyone should have exactly one boss. Receiving directions from several supervisors may result in confusion, chaos, conflicts and lack of action at law. So all(prenominal) member of the organization should receive directions from and report to one superior only. This will avoid conflict of command and help in fixing responsibilities.\r\n8. Exceptional Matters. This principle requires that organization structure should be so designed that managers are call for to go through the exceptional matters only. The subordinates should take all the routine decisions, whereas problems involving unusual matters and policy decisions should be referred to higher levels.\r\n9. Span of Supervision. The bracing of supervision means the number of persons a manager or a supervisor can direct. If too less(prenominal) number of employees are reporting to a supervisor, his time will not be utilized properly. But, on the other hand, there is a limit to the number of subordinates that can be efficiently supervised by an executive. Both these points should be kept in mind while classify and allocating the activities to various departments. It is difficult to give a definite number of persons a manager can direct. It will depend upon the nature of the work and a number of other factors.\r\n10. Balance of Various Factors. There should be proper balance in the formal structure of the organization in regard to factors having conflicting claims, e.g., surrounded by centralization and decentralization, span of supervision and lines of conference and authority allocated to departments and personnel at various levels.\r\n11. colloquy. A good communication network is essential to achieve the objectives of an organization. No doubt the line of authority provides readymade channels of communication downward and upward, static some blocks in communication occur in many organizations. The confidence of the superior in his subordinates and two-way communication are the factors that amalgamate an organization into an effectively operating system.\r\n12. Flexibility. The organization structure should be flexible so that it can be easily and economically adapted to the miscellanys in the nature of condescension as well as technical innovations. Flexibility of organization structure ensures the ability to change with the environment before something serious may occur. So the organization structure should be much(prenominal) that it permits blowup and contraction without disrupting the rudimentary activities.\r\n13. Continuity. Change is the law of nature. umteen changes take place outside the organization. These changes must be reflected in the organization. For this, the form of organization structure must be able to serve the enterprise and to attain its objectives for a foresightful period of time.\r\nTypes of Organizational organise in Management\r\n dainty companies can use a variety of organisational structures. However, a venial company’s organization structure must be designed to effectively meet its goals and objectives, according to the Lamar University article titled â€Å"Organizational structure” on its website. Types of organisational structure in management can include flat structures as well as functional, product and geographic-structured organizations.\r\n humdrum Organizational Structure\r\n many a(prenominal) nonaged companies use a flat organizational structure, where very few levels of management separate executives from analysts, secretaries and lower-level employees. Flat organizations work best when a company has less than 20 employees, especially if the company employs one or two employees per department. One advantage of using a flat organizational structure for management is that decisions can be made relatively quickly. The flat organizational lacks the typical bureaucracy of taller organizational struc turesâ€those with many levels of management.\r\n serviceable Organizational Structure\r\nA functional organizational structure is centered on job functions, such as marketing, research and ontogenesis and finance. Small companies should use a functional organization when they want to arrange their organizational structure by department. For example, a nonaged company may have a director, two managers and two analysts in the marketing department. The director would belike report to the Chief Executive Officer, or CEO, and two managers would report to the director. In addition, each manager may have an analyst reporting to them. A functional organizational structure works well when subtle companies are heavily sick-focused. Directors can assign certain projects to managers, who can thusly divvy up tasks with their analysts. The department can then more effectively meet their project deadlines.\r\nProduct Organzational Structure\r\nA product organizational structure has manag ers reporting to the president or head of the company by product type. Product organizational structures are primarily used by sell companies that have stores in various cities. However, stores in each city may still need a local anesthetic human resources or marketing department to carry out functions locally. For example, a small department store company may have a vice president of sporting goods, housewares and general trade at the corporate office. One manager may report to each vice president. However, each manager may oversee the work of one or more vault of heaven marketing employees who travel and handle local marketing stores in several states. These field marketing employees may work for the sporting goods manager one hebdomad in League City, Texas, then do merchandising for the housewares manager another week in the Sugarland, Texas, market.\r\nGeographical Organizational Structure\r\nThe Small Business Administration is responsible for defining small businesses in di fferent industries. For example, in manufacturing, the SBA usually considers a company with 500 or fewer employees a small business. Point is, small businesses are still large decent to use a geographical organizational structure. A geographical organizational structure is when companies decentralize the functional areas.\r\nFor example, unlike the product organizational structure, there may be a local marketing, finance, accounting and research development person found in each region. For example, a small consumer products food for thought company may be large enough to place a marketing research manager and analyst in each of six different regions. This can be important because consumers in various areas have different tastes. Hence, a geographical structure will enable the company to better serve the local market.\r\nORGANISATIONAL EFFECTIVENESS\r\nThe study of organisational structure is demand to understand organisational effectiveness. In simple terms better the structure of an organisation more effective would be the organisation and vice versa. You must be apprised that some organisations perform better and grow more rapidly than other. On the extreme side some organisations perform badly and within a short period of time go out of business.\r\nDeterminants of Organisational say-so\r\nSeveral factors invite the organisational effectiveness\r\nmanagerial Policies and Practices\r\nManagerial policies and practices integrate the entire organisation, maintain balance among the lodge in groups in the organisation, and accommodate them with the impertinent environment. Managerial policies and practices have a direct bearing on the Organisational effectiveness. The major managerial policies and practices are as follow : schema: A strategy is a plan for interacting with the agonistical environment to achieve organizational goals. Goals define where does the organisation want to go and strategies define how will the organization reach there. In oth er words, strategy is the design of basic long term goals of the organisation, the adoption of the human bodys of action and the allocation of resources necessary to achieve them. The strategy is the or so important factor of an organisation which decides the future course of action for the organisation. immature strategy is often selected ground upon environmental needs, and then the top management attempts to plan the organisation to achieve those ends. Strategy: A strategy is a plan for interacting with the competitive environment to achieve organizational goals.\r\nGoals define where does the organisation want to go and strategies define how will the organization reach there. In other words, strategy is the determination of basic long term goals of the organisation, the adoption of the courses of action and the allocation of resources necessary to achieve them. The strategy is the most important factor of an organisation which decides the future course of action for the or ganisation. New strategy is often selected based upon environmental needs, and then the top management attempts to redesign the organisation to achieve those ends. Decision-making: Decision-making is choosing among alternatives. It has close relationship with all traditional management functions. The decision that management makes has a profound strike on the success of an organisation.\r\nRewards: Organisational success to a large extent depends on how is management able to crystallize support of its team by way of compensating them for the efforts they are making for the achievement of organizational goals. It is primarily meant to nonplus employee morale and improve or maintain productivity. Communication: It is the linkages among members of the organisation whereby they exchange information. The organisational structure has to provide for a perfect communication among different members of the organisation. Organisational communication is the discoloration that enables any or ganisational change.\r\n environsal Characteristics\r\nOrganisational effectiveness is influenced to a great degree by the external environmental characteristics. It is qualified on how is the external environment predictable, complex and strange to the organisation and its activity. The major characteristics are as follow : Predictability: Predictability refers to how certain or uncertain an organisation may be towards supply of various resources; human, raw material etc. It is an element of external environment. Complexity: Environment complexity refers to the heterogeneity and range of activities which are applicable to an organisation’s operations. How many diverse groups from external environment the organisations have to deal with. Hostility: A hostile environment is one in which the underpinning of the organisation is threatened. How is an organisation viewed by the people at large. You may recall the case of Union Carbide after the Bhopal gasolene leakage about th e hostility of environment\r\nEmployee characteristics\r\nThe characteristics of the human resource could make or break an organisation. It is employee characteristics, which is reflected in the success or failure of an organisation. The major characteristics are as follow : Goals: Goals define where the organisation wants to go. Goals are intentions that an individual or an organisation would like to achieve in the course of their working. Goals provide a directional nature to people’s behaviour and guide their thoughts and actions. Skills: Skill is the ability to engage in a set of behaviour that are functionally think to one another and that lead to a in demand(p) performance in a given area. The skill can be technical, managerial, behavioural etc.\r\nMotives: A motive is an inner state of a person that energizes activates, or moves and directs towards the achievement of a pre defined goal. The motivated employees have high motives to perform better and achieve the tar gets. Attitudes: Attitudes are evaluative statements- either favourable or unfavourable concerning objects, events, or people. Attitudes influence job behaviour and hence organisational effectiveness. Values: Values represent basic convictions or a specific mode of conduct. It generally influences an individual’s attitude and behaviour. The value that a person holds influences his or her motivation and subsequently behaviour.\r\nOrganisational Characteristics\r\nOrganisational characteristics refer to the general conditions that exist within an organisation. Various organisational characteristics influence organisational effectiveness. The major characteristics are as follow: Structure: An organisational structure defines how are job tasks formally divided, assort and coordinated. For organisational effectiveness, six elements need to be addressed while designing organisational structure. These are: work specialisation, departmentation, chain of command, span of control, cen tralisation and decentralisation, and formalization. Technology: The term technology refers to how does an organisation transfer its inputs into outputs.\r\nEvery organisation has at least one technology for converting financial, human and physical resources into products or services. The choice of technology and its use influences organisational effectiveness. Size: In a narrow sense organisational size refers to the number of people in an organisation. But, if we take a broader view, size refers to the physical capacity of the organisation, the personnel available to the organisation, the organisational inputs or outputs and the discretionary resources available to an organisation. It is the size which influences the structure which in turn influences organisational effectiveness.\r\nBenefits of organisational effectiveness:\r\n· Structures and behaviours are aline with business needs. · Disruption to business is minimised which reduces operational risk. · Employee mor ale is bear on which maintains productivity. · The right employees and talent are retained.\r\n· Employees objectives and rewards are aligned to business goals.\r\nCONCLUSION\r\nOrganisation structure refers to the grouping of activities and establishing pattern of relationship among the various parts of the organisation. It involves the appointment of tasks, establishment of hierarchical relationship, creation of policies, procedures, coordination and control of all activities in the organisation. The Organisational designs are dependent on a wide variety of factors; namely the management philosophy, the size of the organisation, the type of technology, and the external environmental factors.\r\nTherefore, there cannot be tailor-made solutions for all organisations. The ultimate aim for the organisation is to be effective and organisational structure is a tool in the attainment of organisational objectives. The components of organisational effectiveness are managerial polic ies and practices, employee characteristics, organizational characteristics and the environmental characteristics. Organizational structure is what ensures that your organization will function smoothly and as you intended. You should think about structure early in the development of your organization, but be aware that the type that fits best may change as your organization grows.\r\n'