Organization for Efficient Management Essay

strait com military posture expression is an immanent prerequisite of efficient attention deal this statement and point out the variant(a) regulations which should be describeed in create system of rules twistIntroductionOrganization is the backb unrivaled of management. Without efficient judicature, no management basin perform its functions smoothly. hold up organic law contributes greatly to the doggedness and success of the enterprise. Once A. Carnegie, an American industrialist, said, Take outdoor(a) our calculateies, seduce away our trade, our avenues of transportation, and our money. Leave nothing but our organization, and in four years we sh wholly expect re-established ourselves. That shows the significance of coach-and-fourial skills and organization. However, reliable organization social organic law does not by itself produce genuine functioning just as a sizable constitution does not guarantee great presidents or full laws a moral society. un slight a poor organization structure makes good performance impossible, no matter how good the item-by-items whitethorn be. The right constitutional structure is the necessary foundation without it the lift out performance in all other beas of management will be ineffectual and frustrated.CONCEPT OF nerve STRUCTUREOrganisation structure whitethorn be delineate as the established conception of relationships among the components of the musical arrangement. Organisation structure in this sense refers to the cyberspace of relationships among individuals and positions in an plaque. Jennifer and G atomic number 18th go finished defined organisation structure as the nut system of task and authorshiping relationships that controls, coordinates and motivates employees so that they cooperate and buy the farm unneurotic to obtain an organisations goals. In fact organisation structure describes the organisation frame naturalize. Just as human beings sop up skeletons tha t define their parameters, organisations have structures that define-theirs. It is kindred the ho practice session decoratorural visualise of a building. Just as the architect considers various factors like cost, space, special features needed etc. while invention a good structure, the managers too must look into factors like benefits of specialisation, parley problems, problems in creating endorsement levels etc., in the first place designing the organisation structure.The manager determines the wee-wee activities to get the job done, writes job descriptions, and organises the great unwashed into groups and assigns them to superiors. He fixes goals and deadlines and establishes standards of performance. Operations be controlled through a reporting system. The whole structure takes the shape of a pyramid. The structural organisation implies the by-line things The formal relationships with well-defined duties and responsibilities The hierarchical relationships mingled with superior and drug-addicteds within the organisation The tasks or activities assigned to unalike souls and the departments Coordination of the various tasks and activities A set of policies, procedures, standards and methods of evaluation of performance which be formulated to select the people and their activities.The regulatement which is deliberately planned is the formal structure of organisation. But the actual operations and behaviour of people argon not incessantly governed by the formal structure of relations. Thus, the formal arrangement is lots conditioned by social and psychological forces and the operating structure provides the basis of the organisation.Sound organization is an crucial prerequisite of efficient management. It helps an organization in the following ways 1. Enlarges abilities It helps individuals to enlarge their capabilities. Division of treat enables an individual to specialize in the job in which he is proficient, leading to fracture utilization of resources and talents.2. Facilitates governance It relieves administration by avoiding waste motions, overlapping work and duplication of effort. Departmentation enables decent designate of work. Confusion and mis at a lower placestanding, over who is to perform what work, is avoided by specifying the role of managers clearly. proportional and equaliserd emphasis is put on various activities.3. Facilitates egression and variegationSound organization helps in keeping activities under constant ticker and control. The organization can undertake to a greater extent(prenominal) activities without dislocation. Talents and resources are put to good use. Opportunities are seized quickly and exploited fully, which ultimately pave way for growth and diversification. 4. Permits optimum use of resources Human, expert and material resources are put to good use. Right persons are given right jobs. There is proper allotment of work. People know that they are supposed to do, well in advance. needed functions are determined and assigned, so that staff office and physical facilities are use effectively. 5. Stimulates creativity. It offers stimulating opportunities to people at all levels, to use their skills on jobs best suited to their nature. Delegation helps people at lower levels to do more challenging work. The high-pitcheder ups, in turn, can concentrate on strategical issues putting their creative abilities to good use.6. Facilitates coordination Organization is an authoritative way of achieving coordination among diametric departments of an enterprise. Clear authority relationships and proper assignment of work facilitates the task of achieving coordination at all levels. Poor organization leads to un convictionly arrangement of duties and responsibilities. As a dissolver, unimportant and trivial issues are given pass priority. Activities that should be coordinated or centralized are spread out and put to improper supervision.Incomp etent individuals are overused while talented people are under utilized. Delays, duplications and waste motions occur with frustrating regularity. Expenses mount up. These would create utter confusion, booby hatch and conflict. Poor organization whitethorn mean improper arrangement of facilities and bankruptcy to achieve goals of objectives, management thinkers have laid down sure statements from time to time, from certain generally accepted encounterings, 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.The important principles of organization1. Consideration of Objectives. An enterprise strives to accomplish certain objectives. Organization serves as a tool to lay down these objectives. The objectives must be stated in clear terms as they play an important role in determining the type of s tructure, which should be unquestionable. The principle of affection of objectives states that only after the objectives have been stated, an organization structure should be developed to achieve them.2. Division of Work and Specialization. The entire work in the organization should be divided into various parts so that every individual is confined to the performance of a single job, as far as possible, according to his efficiency and aptitudes. This is also called the principle of specialization. More a person continues on a particular job, the better will be his performance.3. exposition of Jobs. Every position 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 at that place may not be any overlapping of functions.4. Separation of row and Staff Functions. Whenever possible, line functions should be separated from staff activities. Line functions are those, which accomplish the main objectives of the caller-out. In some manufacturing companies, the manufacturing and selling departments are considered to be accomplishing the main objectives of the logical argument and so are called the line functions and other functions like staff office, plant maintenance, financing and legal are considered as staff functions.5. twine of Command. There must be clear lines of authority running from the top to the bottom of the organization. dresser is the right to decide, direct and coordinate. The organization structure should facilitate delegation of authority. Clarity is achieved through delegation by steps or levels from the top position to the operating level. From the chief executive, a line of authority may proceed to departmental managers, to supervisors or foremen and finally to workers. This chain of need is also known as scalar principle of organization.6. Parity of Authori ty and Responsibility. Responsibility should always be coupled with corresponding authority. Each 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 responsible for all activities in his plant, he should not be subject to orders from friendship headquarters specifying the quantity of raw materials he should buy or from whom he should purchase raw materials. If a supervisor is responsible for the quality of work of his department, he should not be asked to accept as a section of his workforce an employee who has been hired without consulting him.7. Unity of Command. No one in the organization should report to more than one supervisor. Everyone in the organization should know to whom he reports and who reports to him. Stated simply, everyone should have only one boss. Receiving directions from several supervisors may result in confusion, chaos, conflicts a nd lack of military action. So each member of the organization should prevail directions from and report to one superior only. This will avoid conflict of take and help in fixing responsibilities.8. Exceptional Matters. This principle requires that organization structure should be so designed that managers are required 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.9. Span of Supervision. The span of supervision means the deed of persons a manager or a supervisor can direct. If too less 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. two these points should be kept in mind while grouping 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.10. Balance of Various Factors. There should be proper balance in the formal structure of the organization in regard to factors having impertinent cl armorial bearings, e.g., between centralization and decentralization, span of supervision and lines of colloquy and authority allocated to departments and personnel at various levels.11. communicating. A good intercourse network is essential to achieve the objectives of an organization. No doubt the line of authority provides readymake channels of communication downward and upward, still some blocks in communication occur in many organizations. The confidence of the superior in his subordinates and two-way communication are the factors that unite an organization into an effectively operating system.12. Flexibility. The organization structure should be flexible so that it can be easily and economically alter to the changes in the nature of business as well as technical innovations. Flexibility of organization structure ensures the ability to change with the environs before something serious may occur. So the organization structure should be such that it permits expansion and contraction without disrupting the basic activities.13. Continuity. Change is the law of nature. Many 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 long period of time.Types of organisational Structure in watchfulnessSmall companies can use a variety of organizational structures. However, a fine companys organization structure must be designed to effectively control its goals and objectives, according to the Lamar University article titled organisational Structure on its website. Types of organizational structure in management can include jejun e structures as well as functional, harvest-tide and geographical-structured organizations. monotonous Organizational StructureMany petty(a) 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 structuresthose with many levels of management.Functional Organizational StructureA functional organizational structure is centered on job functions, such as market, research and phylogenesis and finance. Small companies should use a functional organization when they motive to arrange their organizational structure by department. For example, a small company may have a handler, two managers and two analysts in the merchandising department. The director would likely report to the Chief Executive Officer, or CEO, and both managers would report to the director. In addition, each manager may have an analyst reporting to them. A functional organizational structure works well when small companies are heavily project-focused. Directors can assign certain projects to managers, who can and so divvy up tasks with their analysts. The department can then more effectively meet their project deadlines.Product Organzational StructureA product organizational structure has managers reporting to the president or head of the company by product type. Product organizational structures are primarily used by sell companies that have introduces in various cities. However, stores in each city may still need a local human resources or marketing department to carry out functions locally. For example, a small department store company may have a vice p resident of card-playing goods, housewares and general merchandise at the corporate office. One manager may report to each vice president. However, each manager may handle the work of one or more field marketing employees who touch off 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.Geographical Organizational StructureThe Small Business organization is responsible for defining small businesses in assorted industries. For example, in manufacturing, the SBA unremarkably considers a company with 500 or fewer employees a small business. Point is, small businesses are still large enough to use a geographical organizational structure. A geographical organizational structure is when companies decentralize the functional areas.For example, unlike the product organizational structu re, there may be a local marketing, finance, accounting and research development person ground in each region. For example, a small consumer products food company may be large enough to place a marketing research manager and analyst in each of cardinal 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.ORGANISATIONAL EFFECTIVENESSThe study of organisational structure is necessary 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 cognizant 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.Determinants of Organisational Effectiveness some(prenominal) factors influence the organisational effectivenessManag erial Policies and PracticesManagerial policies and practices integrate the entire organisation, introduce balance among the interest groups in the organisation, and accommodate them with the remote environment. Managerial policies and practices have a direct bearing on the Organisational effectiveness. The major managerial policies and practices are as follow Strategy A outline is a plan for interacting with the belligerent environment to achieve organizational goals. Goals 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 parcelling 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 organisation. New strategy is often selected based upon environmental needs, and then the top management attempts to redesign the organisation to achieve those ends. Strategy A strategy is a plan for interacting with the competitive environment to achieve organizational goals.Goals 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 organisation. 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 impact on the success of an organisation.Rewards Organisationa l success to a large extent depends on how is management able to gain survive 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 sustain 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 grease that enables any organisational change.Environmental CharacteristicsOrganisational effectiveness is influenced to a great degree by the external environmental characteristics. It is dependent on how is the external environment predictable, complex and hostile 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 atom of external environment. Complexity Environment complexity refers to the heterogeneity and range of activities which are relevant to an organisations 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 gas leakage around the hostility of environmentEmployee characteristicsThe characteristics of the human resource could make or fork 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 peoples behaviour and guide their thoughts and actions. Skills Skill is the ability to engage in a set of behaviour that are functionally related to one another and that lead to a desired performance in a given area. The skill can be technical, managerial, behavioral etc.Motives 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 targets. Attitudes Attitudes are evaluative statements- either well-heeled or unfavourable concerning objects, events, or people. Attitudes influence job behaviour and wherefore organisational effectiveness. Values Values represent basic convictions or a special(prenominal) mode of conduct. It generally influences an individuals attitude and behaviour. The value that a person holds influences his or her motivation and subsequently behaviour.Organisational CharacteristicsOrganisational cha racteristics refer to the general conditions that come through 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, grouped 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, centralisation and decentralisation, and formalization. Technology The term technology refers to how does an organisation transfer its inputs into outputs.Every 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 of it 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.Benefits of organisational effectiveness Structures and behaviours are aligned with business needs. Disruption to business is minimised which reduces operational risk. Employee morale is sustained which maintains productivity. The right employees and talent are retained. Employees objectives and rewards are aligned to business goals.CONCLUSIONOrganisation structure refers to the grouping of activities and establishing pattern of relationship among the various parts of the organisation. It involves the assignment of tasks, establishment of hierarchical relationship, cosmos 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.Therefore, 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 policies 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.