Professional Documents
Culture Documents
PINNACLE
Reaching this stage is not easy; hardest
to reach; high expectations and bigger
responsibilities
Not a resting place but start of another
leadership milestone; they need to learn
again
Requires energy, time, and patience
Leaders need emotional stability
Leaders require lots of responsibility and
integrity
PERMISSION
Leaders influence
Followers feel that they can learn, learn
their functions and follow their leader.
People go along with leaders they go
along with
First step to leadership
PRODUCTION
All organizations operate according to carefully coordinated, ultimately to
overall values, or priorities in the nature of how they achieve the goals set for the system
carry out their activities.
These values are the personality, or b.Outputs
culture, of the organization.
are tangible results produced by
processes in the system, such as
ELO: ORGANIZATION STRATEGIC GOALS products or services for consumers.
Organizational members often work to
achieve several overall accomplishments, or goals, c.Outcomes
ORGANIZATION
as they work toward their mission.
A social unit of people that is structured or benefits for consumers, e.g., jobs for
and managed to meet a need or to pursue workers, enhanced quality of life for
collective goals. customers, etc. Systems can be the
All organizations have a management ORGANIZATION AS A SYSTEM entire organization, or its departments,
structure that determines relationships between the Organizations usually follow several groups, processes, etc.
different activities and the members, and overall general approaches to reach their
subdivides and assigns roles, responsibilities, and goals.
authority to carry out different tasks. Systems and Processes that [hopefully]
Organizations are open systems–they are aligned with achieving the goals Each organization has numerous
affect and are affected by their environment (mutual Organizations have major subsystems, subsystems, as well.
relationship with internal and external factors) such as departments, programs, divisions, Each subsystem has its own boundaries
Basically, an organization in its simplest teams, etc. of sorts, and includes various inputs,
form is a person or group of people intentionally Each of these subsystems has a way of processes, outputs and outcomes
organized to accomplish an overall, common goal doing things to, along with other geared to accomplish an overall goal for
or set of goals. subsystems, achieve the overall goals of the subsystem.
Business organizations can range in size the organization. 1. Departments
from one person to tens of thousands. Often, these systems and processes are 2. Programs
The organization is depicted by its define by plans, policies and procedures. 3. Project
organizational charts, job descriptions, marketing It helps to think of organizations as 4. Teams
materials, etc. system. 5. Processes to produce products or
Organizational charts represents services, etc.
Functions and Administration SYSTEM
a system is an organized collection of Organizations are made up of people –
parts that are highly integrated in order to who are also systems of systems of
IMPORTANT FEATURES OF AN ORGANIZATION systems – and on it goes.
accomplish an overall goal.
The system has various inputs which are
VISION processed to produce certain outputs, that SUBSYSTEMS
Members of the organization often have together, accomplish the overall goal is an organized collection of parts that
some image in their minds about how the desired by the organization. are highly integrated in order to
organization should be working, how it should Systems have inputs, processes, outputs, accomplish an overall goal.
appear when things are going well. and outcomes.
FEEDBACK
MISSION a.Inputs information about reactions to a product,
An organization operates according to an a person’s performance of a task, etc.
include resources such as raw materials, which is used as a basis for
overall purpose, or mission.
money, technologies and people. improvement.
These inputs go through a process where The process in which part of the output of
VALUES they're aligned, moved along and a system is returned to its input in order
to regulate its further output, and should
be essential part of education, training mission, goals and strategies, policies
(Training and
Need Assessment); helps to determine Sound and effective organization
and personal development. procedures, operating manuals, etc. capacity believes on organization.
Working without feedback is similar to is also maintained or controlled by policies and The term specialization is related to
setting out an important journey minus a procedures, budgets, information management CONTEXTUAL DIMENSIONS work and employees.
map or signposts. systems, quality management systems,
Culture – the values and beliefs shared When an employee takes special type of
It is very difficult to be very self-aware performance review systems, etc. by all (note that culture is often discerned by knowledge and skill in any area, it is
without feedback from others. examining norms or observable behaviors in the known as specialization.
Self-awareness and monitoring provide a workplace) Modern business organization needs the
good platform but feedback from others specialization, skill and knowledge by
informs us in ways that enriches our self- this desired sector of economy and thus,
knowledge. Environment – the nature of external efficiency would be established.
influences and activities in the political, technical, Right person for the right job
HOW FEEDBACK HELPS social and economic arenas
Feedback helps people find answer to 3.Principle of Coordination
these vital questions.
Goals – unique overall priorities and In an organization many equipment, tools
1. Why does my role exists?
desired end-states of the organization are used.
2. What am I supposed to achieve?
3. How is my performance tracking? Coordination can be obtained by group
4. What is the best use of my time? Size – number of people and resources effort that emphasize on unity of action.
5. How do I influence others? and their span in the organization Therefore, coordination facilitates in
6.What is the quality of my relationships with several management concepts
BASIC DIMENSIONS OF AN ORGANIZATION
manager, team members, and colleagues?
Technology – the often unique activities 4.Principle of Authority
STRUCTUAL DIMENSIONS needed to reach organizational goals, including
nature of activities, specialization, type of Authority is the kind of right and power
Centralization – the extent to which
equipment/facilities needed, etc. through which it guides and directs the
functions are dispersed in the organization, either
actions of others so that the
in terms of integration with other functions or
organizational goals can be achieved.
geographically.
It is also related with decision making. It
is vested in particular position, not to the
Formalization – regarding the extent of person because authority is given by an
policies and procedures in the organization institution and therefore it is legal.
PRINCIPLES OF ORGANIZATION It generally flows from higher level to
1.Principle of Unity of Objectives lowest level of management. There
Hierarchy – regarding the extent and should be unbroken line of authority.
configuration of levels in the structure You work differently with your client’s
organization, depending on the
organization’s culture. An organization’s 5.Principle of Responsibility
Routinization – regarding the extent that
organizational processes are standardized culture is similar to its overall
“personality.” For example, some Authentic body of an organization is top
THE POWER OF FEEDBACK organizations operate in a highly level management, top level
Feedback is the information we all need to beSpecialization
truly – regarding the extent to “business-like” fashion with extensive management direct the subordinates.
effective in the workplace. which activities are refined formality of rules. Other organizations Departmental managers and other
Most effective leaders actively seek feedback to pride themselves on operating in a personnel take the direction from top
enhance their performance. highly informal, relaxed fashion. level management to perform the task.
Training – regarding the extent of Authority is necessary to perform the
activities to equip organization members with 2.Principle of Specialization work only authority is not provided to the
ORGANIZATIONAL SYSTEM knowledge and skills to carry out their roles; TNA people but obligation is also provided.
is defined by, e.g., its legal documents (articles of So the obligation to perform the duties
incorporation, by laws, roles of officers, etc.), and task is known as responsibility.
Responsibility can’t be delegated. It can’t 11.Principle of Communication You work differently with your client’s
be avoided. organization, depending on the organization’s
Communication is the process of transformation
culture. of
6.Principle of Delegation information from one person to another of differentAn organization’s culture is similar to its
levels. It involves the systematic and continuous
overall “personality.” For example, some
Process of transferring authority and process of telling, listening and organizations
understandingoperate in a highly “business-like”
creation of responsibility between opinions ideas, feelings, information, views etc,
fashion with inextensive formality of rules. Other 6.Style of Leadership used by your
superior and subordinates to accomplish flow of information. organizations pride themselves on operating in a Current Client
a certain task is called delegation of Effective communication is importanthighly informal, relaxed fashion. Consider your client to be the person with
authority. Authority is only delegated, not whom you are currently working most
responsibilities in all levels of 12. Principle of Personal Ability closely to set direction and follow that
management. The authority delegated Life cycle of the Organization direction in the project. As much as
should be equal to responsibility. For sound organization, human resources Theisparticular life cycle of an organization possible, you should accommodate to
important. Employees must be can make Able
capable. a big difference in how consulting should your client’s style of leadership. There is
7.Principle of Efficiency employees can perform higher. be
Mainly carried
training out
and because organizations often operate a variety of leadership styles, ranging
differently during
development programs must be encouraged to different life cycle stages. For from highly involved to detached.
In enterprise different resources are develop the skill in the employees. example, the nature of their planning, policies and
used. SKAV (Skills, Knowledge, Abilities, procedures
Values) can – change substantially between
Therese resources must be used in Qualification upon hiring employeesstages. 7.Rate of change in the External
effective manner. When the organization Environment
fulfill the objectives with minimum cost, it 13. Principle of Flexibility Certain types of organizations are in the
is effective. Size of the Organization midst of tremendous change, for
Organization must always concentrate on Organizational structure must be The larger the organization, sometimes
flexible example, technologies, health care and
efficiency considering the environmentalthe more complex the nature of its issues and the
dynamism. transportation. Often, the faster the rate
Sometimes, dramatically change may occur in the the actions needed to address those
more complex of change in the external environment,
8.Principle of Unity of Command organization and in that condition, issues. Consultants usually consider the size in
organization the more that your projects will need to
should be ready to accept the change. terms of the number of divisions, products and focus on helping your clients to
Subordinates should receive orders from Routing / Routinization services, and personnel because those features are recognize and guide change in their
single superior at a time and all most often associated with specific organizational organizations, as well.
subordinates should be accountable to 14. Principle of Simplicity issues.
that superior. More superior leads to
This principle emphasizes the simplicity of 5 ESSENTIAL QUALITIES OF ENT’L
confusion, delay and so on.
organizational structure, the structureSource if of the Top-level Leadership LEADERS
organization should be simple with minimum In executive-driven businesses, you will
9.Principle of Span of Control 1. Vision and dissatisfaction of the
number of levels do that its member anneed to carefully consider the role of the Chief
present (think out of the box)
unlimited subordinates cannot be understand duties and authorities. Executive Officer and other executives in your
supervised by manager, this principle project. If the source of leadership in an organization 2. Knowing and taking advantage of your
thus helps to determine numerical limit if is the Board of Directors (it is Board-driven), then unfair advantages.
subordinates to be supervised by a you will need to carefully consider the role of the
manager. This improves efficiency. Board in your project. 3. The ability to get people on board and
add to the vision.
10. Principle of Balance Style of Leadership 4. Flexibility to adapt openness to
Consider your client to be the person with feedback and ability to learn.
the functional activities their establishment and whom you are currently working most closely to set
other performances should be balanced properly. direction and follow that direction. 5. Persistence and execution.
Authority, centralization, decentralization must be
CONSIDERATIONS IN ORGANIZATION Accommodate your clients’ style of
balance equally. leadership.
This is very challenging job but efficient Culture of the Organization
management must keep it.
Leadership is NOT A POSITION, it is a
RESPONSIBILITY