Organizations and Its definition, characteristics, and forms

Organizations Defined

1. ORGANIZATIONS

2. ORGANIZATIONS, DEFINED Etymology The word is derived from the Greek word  organon , itself derived from the better-known word  ergon  which means "organ" .  

3. ORGANIZATIONS, DEFINED As Process Viewed a basic management process, which serves as a tool of utmost importance to successful execution of managerial task and the attainment of company goals and objectives.

4. ORGANIZATIONS, DEFINED As Principles. The most important aspect of organization is the process itself which involves recognition of functions to be carried out, the relationships among these functions, the flow of authority and responsibility to carry out the task involve.

5. ORGANIZATIONS, DEFINED As Structure The term organizations connotes as the structure which defines the relationships among the people or activities comprising the group.

6. ORGANIZATIONS, DEFINED As an Entity An organization refers to a group of people who group themselves together into well integrated units so that objectives may be attained with a maximum efficiency and minimum wasted efforts through the use of men, materials, money, machine, and methods.

7. COMMON CHARACTERISTICS OF AN ORGANIZATION Coordination of effort Common goals or purpose Division of labor Hierarchy of authority

8. BASES UPON WHICH ORGANIZATIONS ARE BUILT According to function

9. BASES UPON WHICH ORGANIZATIONS ARE BUILT According to product

10. BASES UPON WHICH ORGANIZATIONS ARE BUILT According to clients

11. BASES UPON WHICH ORGANIZATIONS ARE BUILT According to geographical location

12. TEAM A team is a collection of individuals organized to accomplish a common purpose, who are interdependent, and who can be identified by themselves and observers as a team. Teams exist within a larger organization and interact with other teams and with the organization.

13. TEAM Teams are one way for organizations to gather input from members, and to provide organization members with a sense of involvement in the pursuit of organizational goals. Further, teams allow organizations flexibility in assigning members to projects and allow for cross-functional groups to be formed.

14. TYPES OF TEAM INFORMAL TEAMS Informal teams are generally formed for social purposes. They can help to facilitate employee pursuits of common concerns, such as improving work conditions.

15. TYPES OF TEAM TRADITIONAL TEAMS Traditional teams are the organizational groups commonly thought of as departments or functional areas.

16. TYPES OF TEAM PROBLEM SOLVING TEAMS Problem-solving teams or task forces are formed when a problem arises that cannot be solved within the standard organizational structure.

17. TYPES OF TEAM LEADERSHIP TEAMS Leadership teams are generally composed of management brought together to span the boundaries between different functions in the organization.

18. TYPES OF TEAM SELF-DIRECTED TEAMS. Self-directed teams are given  autonomy  over deciding how a job will be done. Frequently there is no assigned manager or leader and very few, if any, status differences among the team members.

19. TYPES OF TEAM VIRTUAL TEAMS Each member is accountable for their tasks and to the team as a whole usually with minimal supervision. Key factors in the success of a virtual team are effective formation of the team, trust and  collaboration  between members, and excellent communication.

20. CHARACTERISTICS OF EFFECTIVE TEAM Clear Direction Clear Responsibilities Knowledgeable Members Reasonable Operating Procedures Interpersonal Relationships Sharing Success and Failures External Relationships

21. ORGANIZATIONAL BENEFITS OF TEAMS Improved quality of work life Lower absenteeism and turnover Increased innovations Organizational adaptation and flexibility

22. MANAGING QUALITY

23. MANAGING QUALITY Ensuring the quality of your services and products is essential, whatever your industry or sector, to maintain customer loyalty. Additionally, your organization needs to be able to deliver quality services and products in a reliable and sustainable manner to maintain and increase its market share.

24. MANAGING QUALITY 8 Principles of Quality Management Guiding principles for the development of the most popular quality standard, they are also useful resources for management professionals looking to implement or improve a quality management program.

25. PRINCIPLES OF QUALITY MANAGEMENT Principle1: Customer Focus Principle 2: Leadership Principle 3: Involvement of People Principle 4: Process Approach

26. PRINCIPLES OF QUALITY MANAGEMENT Principle 5: System Approach to Management Principle 6: Continual Improvement Principle 7: Factual approach to decision making Principle 8: Mutually beneficial supplier relations

27. MANAGING HEALTH AND SAFETY

28. MANAGING HEALTH AND SAFETY A health and safety management system is a process put in place by an employer to minimize the risk of injury and illness. This is accomplished by identifying, assessing and controlling risks to workers in all workplace operations The scope and complexity of a health and safety management system will vary according to the type of workplace and the nature of operations carried out .

29. COMPONENTS OF HEALTH & SAFETY MANAGEMENT SYSTEM Identification and analysis of health and safety hazards at the work site Control measures to eliminate or reduce the risks to workers from hazards Clearly demonstrated and management commitment, and written company policy Worker competency and training Inspection program Emergency response planning Incident reporting and investigation Management system administration

30. MANAGING RESOURCES The art of managing revolves around the intricate task of harnessing and utilizing resources for the attainment of desired objectives such as: men (manpower), money (financial), materials (physical resource), machine (capital and equipment), methods (know-how), and minute (time). These are popularly referred as the M’s of Management.

31. M’S OF MANAGEMENT Manpower: Man, the first of the five M’s is the most important. The right personnel for the right position is a sure bet for organizational effectiveness and efficiency. Materials: Every right thinking and right planning in organization knows that materials needed for any business or service mist be in place before ‘man’ can be of use in any business activity.

32. M’S OF MANAGEMENT Machines: The metal contraptions called machines have made man fulfill almost effortlessly various dreams of creating things that make an existence more worthwhile. Minutes: Various schemes have been used by successful enterprises to ensure proper and efficient use of time by man and machine, including timely delivery of materials, to ensure business sustainability

33. M’S OF MANAGEMENT Money: Without money, no venture or enterprise can motivate workers, get quality and sufficient materials, get the right machines and maintain them or even ensure that time is properly managed. Money management, when not properly organized has been the most known factor involved in collapse of enterprises in history.

34. MANAGING THE ENVIRONMENT