TOPIC 4

TOPIC 4

•Process in the organization

 The 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).
• The end result of the organizing process is an organization — a whole
consisting of unified parts acting in harmony to execute tasks to achieve
goals, both effectively and efficiently.
The Organizational Process cont.
• A properly implemented organizing process should result in a work
environment where all team members are aware of their
responsibilities.
• If the organizing process is not conducted well, the results may yield
confusion, frustration, loss of efficiency, and limited effectiveness.
How important skills in organizing?
• The manager needs to acquire various skills in management, including
those for organizing business activities. In this highly competitive
environment, the unskilled manager may not be able to bring his unit,
or his company, as the case may be, to success.
• The value of a superior organizational structure has been proven
dramatically during the Second World War when a smaller American
naval force confronted the formidable Japanese navy at Midway.
Military historians indicated that the Americans emerged victorious
largely because of the superior organizational skills of their leaders.
Why do we need to be organized?
• Today, skill in organizing is a very critical factor in the accomplishment
of the objectives of many organizations, whether they are private
businesses or otherwise. The positive effects of business success
become more pronounced when they come as a result of
international operations. International businesses, however, cannot
hope to be effective unless they are properly organized.

• The benefits of superior organizing skills are too important for the
manager to ignore. This chapter is intended to provide him with some
background and insights in organizing.
Process in the organizing
1.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.
Process in the organizing

2.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 analyze all the tasks that
need to be accomplished in order to reach organizational goals.
Process in the organizing
3.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.
Process in the organizing
4.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.
Process in the organizing
5.Design a hierarchy of relationships.
• A manager should determine the vertical (decision‐making) and
horizontal (coordinating) relationships of the organization as a whole.
Next, using the organizational chart, a manager should diagram the
relationships.
COMMUNICATING
• People organize themselves into groups to facilitate achievement of
objectives more easily. The synchronization of activities will make the
organization more effective and efficient.
• This may be made possible/ however/ if each member knows exactly
what his responsibilities are/ where and when his actions will be
required/ and how intense his actions should be.
• Proper understanding of responsibilities is a function of effective
communication. A person will perform according to what he perceives
he is supposed to do. The right perception of roles will happen if
motivating actions are sufficient. The result of these actions/ however/
will depend on whether or not they are properly communicated.
 WHAT COMMUNICATION IS
• Communication is the process of sharing information through verbal
and non-verbal means/ including words/ messages/ and body
movements.
• Communication may happen between superior and subordinate/
between the manager and the customer/ between an employee and a
government representative/ and the like.
• Good management dictates that communication must be made for a
purpose/ and because it has cost attached to it/ it must be used
effectively.
 Communication may be used to serve any of
the following functions:
• 1. Information function. Information provided through communication
may be used in decision-making at various work levels in the
organization. A construction worker, for instance, may be given
instructions on the proper use of certain equipment. This will later
provide him with a guide in deciding which equipment to use in
particular circumstances.

• 2.Motivation function. Communication is also oftentimes used as a

means to motivate employees to commit themselves to the
organization's objectives. When objectives are clearly stated, direction is
provided, and achieving them becomes a matter of course.
• 3. Control function. When properly communicated, reports, policies,
and plans define roles, clarify duties, authorities and responsibilities.
When this happens, effective control is facilitated.

• 4.Emotive function. When feelings are repressed in the organization,

employees are affected by anxiety, which in turn, affects
performance. Whatever type of emotions are involved, whether
satisfaction, dissatisfaction, happiness, or bitterness, communication
provides a means to decrease the internal pressure affecting the
individual.
THE COMMUNICATION PROCESS

• The communication process consists of eight steps which are as

follows: (1) develop an idea, (2) encode, (3) transmit, (4) receive, (5)
decode, (6) accept, (7) use, and (8) provide feedback.
Develop an Idea

• The most important step in effective communication is developing an

idea. It is important that the idea to be conveyed must be useful or of
some value. Examples of useful ideas are: (1) the prevention of
accidents in the workplace, and (2) how to increase sales volume.
Encode
• The next step is to encode the idea into words, illustrations, figures, or
other symbols suitable for transmission. The method of transmission
should be determined in advance so that the idea may be encoded to
conform with the specific requirements of the identified method.
Transmit

• After encoding, the message is now ready for transmission through

the use of an appropriate communication channel. Among the various
channels available for transmission are the following: the spoken
word, body movements, the written word, television, telephone,
cellphone, computer, radio, artist's painting, the movies, sound
recording, and some others.
Accept
• The next step is for the receiver to accept or reject the message.
Sometimes, acceptance (or rejection) is partial. An example is
provided as follows:
• A newly-hired employee was sent to a supervisor with a note from his
superior directing the supervisor to receive the employee into his unit
and to provide the necessary training and guidance.
• As the supervisor feels that he was not consulted in the hiring
process, he thinks that his only obligation is to accept the employee in
his unit and nothing more. ,„
Use
• The next step is for the receiver to use the information. If the
message provides something of importance to a relevant activity,
then the receiver could store it and retrieve it when required.
• If the message requires a certain action to be made, then he may do
so, otherwise, he discards it as soon as it is received. All of the above-
mentioned options will depend on how the message is perceived by
the receiver.
Provide Feedback
• The last step in the communication process is for the receiver ; to
provide feedback to the sender. Depending on the perception o£| the
receiver, however, this important step may not be made.

• Even if feedback is relayed, it may not reach the original sender of the
message. This may be attributed to the effects of any of the
communication barriers
 Personal Barriers
• Personal barriers are hindrances to effective communication arising from the
communicator's characteristics as a person, including emotions, values, poor
listening habits, sex, age, race, socio-economic status, religion, education,
and others.
• Emotions cloud the communicator's ability to judge correctly the real
meaning of messages received, assuming that this could even be received at
all. People with different values will find it hard to communicate with each
other.
• Poor listening habits of a receiver frustrate the communication efforts of the
sender. The sex, age, race, socio-economic status, religion, and education of
both the sender and the receiver provide formidable barriers to effective
Physical Barriers
• Physical barriers refer to interference to effective communication
occurring in the environment where the communication is
undertaken.
• The very loud sound produced by a passing jet temporarily drowns
out the voice of a guest delivering a speech.
• Such distraction does not allow full understanding of the meaning of
the entire message and is an example of a physical barrier.
Semantic Barriers
• Semantics is the study of meaning as expressed in symbols. Words,
pictures, or actions are symbols that suggest certain meanings.
• When the wrong meaning has been chosen by the receiver,
misunderstanding occurs. Such error constitutes a barrier to
communication.