The process of organizing can be described as the design, development and maintenance
of a system of coordinated activities in which individuals and groups of people work cooperatively under leadership towards commonly understood and accepted
goals. The key word in that definition is ‘system’. Organizations are systems which,
as affected by their environment, have a structure which has both formal and
informal elements
The process of organizing may involve the grand design or redesign of the total structure, but most frequently it is concerned with the organization of particular functions and activities and the basis upon which the relationships between them are managed.
Organizations are not static things. Changes are constantly taking place in the business itself, in the environment in which the business operates, and in the people who work in the business. There is no such thing as an ‘ideal’ organization. The most that can be done is to optimize the processes involved, remembering that whatever structure evolves it will be contingent on the environmental circumstances of the organization, and one of the aims of organization is to achieve the ‘best fit’ between the structure and these circumstances.
An important point to bear in mind is that organizations consist of people working more or less cooperatively together. Inevitably, and especially at managerial levels, the organization may have to be adjusted to fit the particular strengths and attributes of the people available. The result may not conform to the ideal, but it is more likely to work than a structure that ignores the human element. It is always desirable to have an ideal structure in mind, but it is equally desirable to modify it to meet particular circumstances, as long as there is awareness of the potential problems that may arise. This may seem an obvious point, but it is frequently ignored by management consultants and others who adopt a doctrinaire approach to organization, often with disastrous results.
The process of organizing may involve the grand design or redesign of the total structure, but most frequently it is concerned with the organization of particular functions and activities and the basis upon which the relationships between them are managed.
Organizations are not static things. Changes are constantly taking place in the business itself, in the environment in which the business operates, and in the people who work in the business. There is no such thing as an ‘ideal’ organization. The most that can be done is to optimize the processes involved, remembering that whatever structure evolves it will be contingent on the environmental circumstances of the organization, and one of the aims of organization is to achieve the ‘best fit’ between the structure and these circumstances.
An important point to bear in mind is that organizations consist of people working more or less cooperatively together. Inevitably, and especially at managerial levels, the organization may have to be adjusted to fit the particular strengths and attributes of the people available. The result may not conform to the ideal, but it is more likely to work than a structure that ignores the human element. It is always desirable to have an ideal structure in mind, but it is equally desirable to modify it to meet particular circumstances, as long as there is awareness of the potential problems that may arise. This may seem an obvious point, but it is frequently ignored by management consultants and others who adopt a doctrinaire approach to organization, often with disastrous results.
No comments:
Post a Comment