The document discusses organizational processes. It describes three approaches to organizational processes: work processes, behavioral processes, and change processes. Work processes involve sequences of activities that transform inputs into outputs. Behavioral processes are widely shared patterns of behavior that influence how individuals and groups act and interact. Change processes are sequences of events over time that alter the scale, character, and identity of an organization. The document also outlines five steps in the organizational process: reviewing plans and objectives, determining necessary work activities, classifying activities into manageable units, assigning activities, and delegating authority.

1. O P FOUSIYA
ATCW
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2. ORGANISATIONAL PROCESS IN SCHOOL
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3. ORGANIZATIONAL PROCESS
Organizing, like planning, must be a
carefully worked out and applied process.
This process involves determining what
work is needed to accomplish the goal,
assigning those tasks to individuals, and
arranging those individuals in a
decision‐making framework (organizational
structure).
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4. Three Approaches to Organizational Processes
Work
processes
Behavioural
processes
Change
processes
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Work Processes Behavioural Processes Change Processes
Definition Sequences of
activities that
transform inputs into
outputs
Widely shared
patterns of behaviour
and ways of
acting/interacting
Sequences of
events over
time
Role
Accomplish the
work of the
organization
Infuse and shape the
way work is conducted
by influencing how
individuals and groups
behave
Alter the scale,
character, and
identity of the
organization
Major
Categories
Operational and
administrative
Individual and
interpersonal
Autonomous and
induced, incremental
and revolutionary
Examples
New product
development, order
fulfilment, strategic
planning
Decision making,
communication,
organizational learning
Creation, growth,
transformation,
decline

6. The organizational process consists of five steps
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7. Review plans and objectives
§ Objectives are the specific activities that must be
completed to achieve goals.
§ Plans shape the activities needed to reach those
goals.
§ Managers must examine plans initially and
continue to do so as plans change and new goals are
developed.
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8. Determine the work activities necessary to accomplish
objectives
Although this task may
seem overwhelming to
some managers, it
doesn't need to be.
Managers simply list and
analyse all the tasks that
need to be accomplished
in order to reach
organizational goals.
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9. Classify and group the necessary work activities into
manageable units.
§ A manager can group activities based
on four models of departmentalization:
functional, geographical, product, and customer
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10. Assign activities and delegate authority
§ Managers
assign the defined work
activities to specific
individuals.
§ Also, they give
each individual the
authority (right) to carry
out the assigned tasks
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