2. NATURE AND DEVELOPMENT OF ORGANIZATION
Organization to achieve something, it must be organized, operated
and administered.
Organization is nothing more than the mechanism by which
administration directs, coordinates and controls its business. It is
indeed the very foundation of administration.
Organization seeks to know “who is to do what is to be done”.
A combination of a good organization and a good executive.
3. Robert S. Weiss
A social scientist
defined organization as a social form with four basic
characteristics namely:
1. a set of individuals in office
2. individual responsibility for definite tasks functional activities
which are parts of a division of labor
3. an organizational goal to which the activities of the staff
contribute
4. a stable system of coordinate relationships or a structure.
4. Alvin Toffler
defines organization as a “structure of rules filled by humans”
formal organization is, however, differentiated from informal
structure, which latter type “ develops during the spontaneous
interaction of persons and groups within the organization”.
Organization has come a long way to the complexity that it in
today. The present world of formal organization is not neatly
divided into democratic and authoritative types, nor into traditional
and modern ones
5. Frederick W. Taylor
Machine model or scientific management theory of an
organization
The machine model bears the following peculiarities.
1.Division of labor and specialization. The functions of the
organization are differentiated and placed in separate
departments(departmentalization).
2. Unity of command and centralization of decision-making. Various
parts of the organization to function correctly, there must be unified
command at the top of the organization.
6. 3. One-way authority. Authority flows down the line of command
from the top to the bottom of the organization.
4. Narrow span of control. There is a limit to the number of
immediate subordinates that any one individual can effectively
supervise.
7. Robert T. Golombiewsk
The exponent of “ man-centered” organization believes that “moral
sensitivity can be associated with satisfactory output and
employess satisfaction. He showed how jobs, work flows and
organization structure can be modified according to the work
environment as follows.
1.Work must be psychological acceptable to the individual. Its
performance should not be generally to threaten the individual.
8. 2. Work must allow man to develop his faculties
3. The work task must allow the individual considerate room for
self-determination.
4. The worker must have the possibility of controlling in a
meaningful way, the environment within which the task is to be
performed.
5. The organization should not be the sole and final arbiter of
behavior. Both the organization and the individual must be subject
to an external moral order.
9. Warren G. Bennis
Believe that democracy is an inevitable element in modern
organizations, basing their arguments on pragmatic grounds
bureaucracy, they contend, no longer works and democracy is a
“system of values” characterized by the following factors
1.Full and free communication, regardless of rank and power.
2. A reliance on consensus, rather than on the more customary
forms of coercion or compromise, to manage conflict.
10. 3.The idea that influence is based on technical competence and
knowledge rather than on the vagaries of personal whims or
prerogatives of power.
4. An atmosphere that permits and even encourages emotional
expression as well as task-oriented acts
5. A basically human bias, which accepts the inevitability of conflict
between the organization and the individual but which is willing to
cope with and mediate this conflict on rational grounds
11. Organizations are socially contrived and within the organization are
“sub-systems” which, as described by Daniel Katz and Robert L.
Kahn are:
1.Production or technical sub-systems, which form the part of the
organization that transform the input into output. (line operations)
2. Supportive structure, of which there are two types: a)procurement
of raw material inputs and disposal of product outputs;
b)development and maintenance of good relationships with external
structures.
12. 3. Maintenance substructures, to ensure the necessary inputs of
human energy, that is the personnel function in all its ramifications.
4. Adaptive structures, the functions of which are to meet the
changing needs of the environment.
5. Managerial sub-systems, the role of which is to coordinate the
other sub-systems, resolve conflicts between hierarchical levels, and
relate external requirement to organizational resources and needs.
13. Modern theory, the organization in the present society has
undergone major changes. The proponent of this theory , Chadwick
J. Huerstroh, says that there are three dimensions along which major
charges have occurred in organization theory.
Firstly, the man at the at the top of the organization changes from
the master whose status is guaranteed by inheritance of title, land or
wealth, to the functionary whose qualification for office in his ability
to achieve.
Secondly, the change in emphasis from the personal rights and
welfare of the individual concerned to some impersonal task to
which all are equally committed.
Thirdly, the change for change itself: the degree and rapidity of
14. Treads on organization development
First among these is a conscious, planned approach to execute
development so that people of appropriate training and proven
competence may be available for assignment to key positions as
needed.
Second is the use of the task force or the project form of
organization. This permits the assembly of personnel of a variety of
appropriate specialized competence for assignment to the
completion of a specific task or project in its entirely. Such groups
can be created and broken up rapidly and without a sense of
unfairness on the part of the individuals concerned.
