Introduction
Any organization that wishes to effectively achieve its planned goals must establish the manner in which its staff will collaborate to make this possible. For this, a structure that will support the organizational needs must be defined, established and maintained.
It is the organizational function, which is in charge of creating the bases on which the organization, through the different work teams, will be able to cooperate with each other and work effectively, since they will have knowledge of the role they have to play and how they relate their functions to each other.
The coordination or management function will essentially be linked to the interpersonal relationships of the organization. This function then complements the others and allows the working relationship with employees by transmitting instructions, promoting good communication when managing.
It is in the direction or in the way of directing that leadership emerges, and will influence the conduct and behavior of the staff. This is due to the very nature of leadership; Those who act as leaders understand people's motivation and provide incentives that allow people to transform their efforts into satisfaction for having contributed to the achievement of organizational objectives.
These actions, depending on the degree of impact, may involve simple measures such as small changes in the use of work tools, even actions that lead to setting new goals, formulating new plans or important changes in the organizational structure.
Nature and purpose of the organization
Once what is to be done within the planning function has been defined, it is up to the organizing function to determine how to do it. This function will be in charge of establishing the best way to achieve planning, through an adequate arrangement and relation of the organization's resources.
Organization is understood to be any social entity aimed at achieving its objectives and also as a function of the administrative process.
According to Chiavenato, organization refers to "the act of organizing, integrating and structuring the resources and bodies involved, establishing their relationships and assigning their powers."
Organizing implies establishing order, creating functional interrelation or dependence, always taking care of the aspect of providing harmony to the parties, that is, the organization will help to constitute the structure that will serve to carry out what is planned.
Organizational process
I. Determine the work required to meet the objectives indicated in the planning.
II. Division of labour.
Activities are analyzed and classified.
III. Group the activities.
Who and where will they take place:
a) Positions. Minimum unit of work.
b) Bodies. Organizational division according to the grouping of similar positions.
IV. Job description.
You must specify the functions, authority relationships, level of responsibility and communication channels.
V. Assign the material, technical and economic resources that are necessary to carry out the activities of each position.
SAW. Coordinate efforts.
Through formal (manuals, instructions and regulations) and informal procedures that help synchronize resources, personnel and units towards the achievement of organizational objectives.
General principles of the organization
Unity objectives with efficiency.
It establishes that all the activities carried out in the organization, regardless of the level of performance, must be aimed at achieving the organizational objective. As only the necessary tasks should be carried out with the minimum of cost and effort, always seeking efficiency.
Division of labor or specialization.
Each job should be fragmented into simple tasks to the point where they can be differentiated from one another, so that those who perform them become specialists and efficient in specific tasks.
It greatly facilitates adaptation to work, reduces the learning period, it is possible to standardize work methods, it is easy to replace personnel, costs are reduced and productivity increases.
Hierarchy.
The levels within the organization should be clearly defined, regardless of the type of existing structure.
Authority and responsibility.
There must be coherence between the authority delegated to carry out certain actions and the degree of responsibility for them.
It would be unjustifiable to hold someone responsible for certain functions in which they have no authority, nor to grant them authority over functions in which they have no responsibility for their performance.
Unity and level of command.
The orders that an employee receives should come from a single boss to avoid confusion, thus avoiding the reporting of activities at different levels of authority.
Definition of positions.
Everything related to each position must be defined and disclosed in writing.
Amplitude or span of control.
Depending on the hierarchical level of each position, a certain number of subordinates will be supervised, in order to achieve efficient administration by establishing a limit for this.
The higher the hierarchy, the shorter the control section will be due to the complexity of the functions, while the lower levels will have a greater control section as they are simpler and easier to supervise activities.
Coordination or balance.
All organizational areas and positions should be coordinated in their performance since in the end they tend towards the same objective.
Continuity or flexibility.
The environment in which organizations operate continually presents changes, therefore they must be flexible to adapt and face constant dynamism.
Typology of the organization
We can speak of three common types of organization:
I. Linear or military organization.
It is the simplest and oldest organizational structure, it has its origin in military and ecclesiastical practice. Authority and responsibility relationships are transmitted through a single formal, hierarchical and centralized line.
Organization and direction
Advantage.
- Simple and easy to understand Clear delineation of authority and responsibility Simplicity in operation, control and discipline Facilitates decision making and compliance
Disadvantages.
- Inflexibility and rigidity to adapt to new situations Bosses who do not tend to specialization Disorders occur in the absence of key employees Inapplicable to medium and large companies.
II. Functional organization.
This type of structure is based on the grouping of tasks that, due to their characteristics, are similar, which is why they become a specific area or function.
Organization and direction
Advantage.
- Greater specialization at work Direct communication Greater coordination Problem solving in less time Increased efficiency and staff capacity.
Disadvantages.
- Difficulty solving shared problems The principle of unity of command is often altered. The overall vision of the organization is lost. Development is limited by restricting performance by functions.
III. Linear organization and staff.
This organizational structure combines the characteristics of the previous two, taking advantage of their advantages while putting aside the disadvantages.
The linear and staff typology, according to Reyes Ponce, is distinguished by the fact that:
- It retains the authority and responsibility of the linear organization transmitted entirely through a single manager for each function, however, this linear authority receives advice and service from specialized technicians for each function.
Organization and direction
Advantage.
- Receive specialized and innovative advice Greater efficiency in operations Coordination between staff and line bodies.
Disadvantages.
- Possible conflicts between staff and line bodies Counseling with extensive theoretical knowledge but little operational experience Line personnel with experience but little theoretical knowledge Null or limited liability on the part of the staff.
Organization techniques
Organization chart.
It is the graphic representation of the organization's structure. It represents the hierarchical levels, channels of authority, their main functions and their relationships.
Departmentalization.
Technique that divides and at the same time integrates the company. Subdivide the work and assign specialized groups. The following departmentalization models can be used:
I. By administrative or operational functions.
II. For products and / or services.
III. By customers.
IV. By work processes.
V. By programs or projects.
SAW. By territory or geographical area.
VII. Mixed.
Job analysis.
In this technique, the tasks performed in a work unit, the characteristics, skills and knowledge necessary to perform what is required in the position are classified.
It is classified into two parts:
I. Description of the position. It contains the identification, nature, activities and internal and external relationships.
II. Specification of the position. Requirements and conditions for the development of the position.
Administrative manuals.
They are formal documents that give the employee a broader vision of their role within the organization.
They are classified into:
I. Organization manual.
Document that shows information related to the positions. Establish the nature of the position and what should be done.
II. Procedures manual.
Establish how the work should be done.
III. Policy manual.
Documents that serve to regulate conduct and behavior.
Nature and purpose of the address
According to Münch Galindo, direction is understood to be the execution of plans in accordance with the organizational structure, by guiding the efforts of the social group through motivation, communication and supervision.
It is understood then, that only through the coordination of activities, subordinates will be able to understand and contribute to the organization with effectiveness and efficiency in their work. To convey the message to people, the administrator or manager makes use of effective communication.
The management function delves into interpersonal aspects, which is a complex activity. This is due to the fact that it is managed with forces that until now have not been fully understood and over which it is often difficult to control; the human resource.
Steering process
See that what is planned is carried out, consider the following steps:
1. Communicate.
It consists of publicizing the execution of something through different means; written, oral, visual, auditory, etc. Communication can occur in any direction, as long as it is clear.
2. Motivate.
It is to maintain the interest of the employee in the execution of the activities that are entrusted to him.
For this, the administrator without abusing his authority, must try to know and satisfy the needs of the employee, to direct his efforts towards the objectives of the organization, thus laying the foundations to become a true leader.
The application of motivational theories can be helpful for this purpose.
3. Make decisions.
It does not matter the moment or the circumstances since problems generally arise for which a wise decision must be made. Although there are several models for decision making, the scientific method can be combined with any of them.
Enforcing the orders and instructions resulting from decision-making implies possessing a certain degree of authority.
4. Monitor.
This activity consists of verifying and guiding the performance of the tasks based on the orders and instructions indicated.
General principles of management
1. Harmony of objective or coordination of interests.
The management process will be more efficient if there is a reconciliation between individual interests and those of the organization.
2. Unity of command.
Each member of the organization receives orders and must be responsible only to one authority.
3. Impersonality of command.
Only authority will be exercised to comply with the objectives, for which personal aspects should not be involved.
4. Conflict resolution.
Any problem regardless of its nature must be solved as quickly as possible to avoid its escalation in other areas.
5. Taking advantage of the conflict.
Conflict must be seen as an opportunity to embrace other areas of thought and intensify them to seek different alternative solutions.
6. Chain of command.
The hierarchical level, the type of role, the responsibility of the position and other factors will influence the number of subordinates you will have under your supervision.
7. Delegation.
It is to grant greater responsibility and authority to the subordinate for decision making.
8. Motivation.
The more motivated each member is, the better they will perform.
9. Leadership.
The administrator must adhere to the thinking and actions of a leader to obtain greater acceptance from others.
10. Clarity of communication.
The clearer the message, the fewer the errors.
Authority
According to Münch Galindo, authority is “the power with which a person is invested within an organization, to give orders and demand that they be carried out by his subordinates, to carry out those actions that the person who dictates them considers appropriate for the achievement of the objectives of the group".
There are two types of authority:
I. Formal authority.
It results from the inherent power of the position or position held by a person within an organization. This gives him the right to command and demand from subordinates.
II. Informal authority.
It originates when a person without having a position of boss, his command or authority is accepted spontaneously because he possesses qualities such as: knowledge, skills, personality, intelligence, charisma, etc., that influence and attract the will of others.
Leadership
Leadership is generally defined as the process of influencing people, so that they voluntarily strive towards the achievement of established goals.
The essence of leadership can be said that it is following someone to get and achieve something. In other words, it's about people's interest in following someone. Furthermore, they follow those whom they perceive as a means to achieve their own needs, motives, and desires.
Then it follows that motivation and leadership are intrinsically related.
The skills that a good leader must possess are:
- Generate a shared vision Train followers Negotiation capacity Generate changes Emotional mastery Empathy Social skills Transcendence from individual to group.
Communication
It encompasses a cyclical process that aims to send and receive a message and that it is clearly understood.
Communication turns out to be a process of vital importance for all administrative functions and for the organization itself, since in its absence it would not be known what to do.
Communication process
Organization and direction
Transmitter. Person or group interested in disclosing certain information.
Message. What you want to communicate. The content should be clear.
Channel. It is the medium (oral, auditory, visual, or tactile) that is used to convey the message.
Receiver. Person or group that receives the information.
Feedback. Element that allows to measure, evaluate, verify the efficiency and reliability of sending and receiving the message.
Types of communication
Communication, like authority, is classified as:
I. Formal communication.
When the process is developed under the scheme of the organizational structure and the established chain of authority.
II. Informal communication.
It arises spontaneously between the members and when the structure, channels or hierarchies do not have any interference.
Final comment
In summary, organization is the management function that is responsible for establishing what to do, who should do it, how tasks are grouped, who is accountable, and where decisions are made.
Meanwhile, it is the management or coordination function that is in charge of motivating collaborators, influencing the members and teams of the organization while they carry out their work, choosing the best communication channel and supporting the behavior of collaborators..
Bibliographic references
- Chiavenato, I. (2001). Introduction to the general theory of administration. Mexico: McGraw-Hill. Galindo, M., & García Martinez, J. (2000). Administration Fundamentals. Mexico: Trillas. Koontz, H., & O'Donnel, C. (1979). Modern administration course. Mexico: McGraw-Hill de México Nava García, JL (2003). Administration. Mexico: Cia. Editorial Nueva Imagen.Reyes Ponce, A. (2002). Modern Administration. Mexico: Limusa. Welsch, G., Hilton, R., & Gordon, P. (2000). Budgets: Planning and Control of profits. Mexico: Prentice Hall.
