Managing Organization Process
In
managing the organization process, these are the organizational processes, Step
1: Job Design, Step 2: Departmentalization, Step 3: Delegation, Step 4: Span of
Management, Step 5: Chain of Command. Step 1: Job Design, when we say Job
Design, it means to decide the contents of a job. It fixes the duties and
responsibilities of the job, the methods of doing the job and the relationships
between the job holder (manager) and his superiors, subordinates and
colleagues. Job design also gives information about the qualifications required
for doing the job and the reward (financial and non-financial benefits) for
doing the job. The administrators in our academe should know the work boundaries
assigned for that employee. But that’s not the way it goes, here in our school you
should act somehow as a versatile employee. If you were call for that
assignment, you should perform your task prior to that assignment given to you.
Job design also means that the administrators should develop the skills and strengthen
the weakness of an employee that is through trainings and seminar-workshop. They
should sort, straighten, shine and standardize the employees for us to sustain more
the demands of this academe.
Step
2: Departmentalization- refers to the process of grouping activities into
departments. Our academe had the division of labor that creates specialists who
need coordination. This coordination is facilitated by grouping specialists
together in departments. Our academe had departments with different distinctions
and functions.
Step
3: Delegation- (or deputation) is the assignment of authority and
responsibility to another person (normally from a manager to a subordinate) to
carry out specific activities. However the person who delegated the work
remains accountable for the outcome of the delegated work. Delegation empowers
a subordinate to make decisions, i.e. it is a shift of decision-making
authority from one organizational level to a lower one. In our academe, the
Dean delegate teachers to perform necessary task. The Dean assigned tasks to program
heads to perform that said duty that’s why the program heads should perform
that function and responsibility because the Dean will be held accountable for
the outcome of the delegated work to the President. And if the Program Heads
will ask for assistance from the faculty to submit that necessary requirements
or perform that task that was demanded by Dean, we also perform our duty and
give our contributions and obligations on that said responsibility.
Step
4: Span of Management – also known as span of control, is a very important
concept of organizing function of management. It refers to the number of
subordinates that can be handled effectively by a superior in an organization.
It signifies how the relations are planned between superior and subordinates in
an organization. It means that the period of time to perform that task in an
organization, whether a contractual or regular employee. In our academe,
employees were regular, tenured and probationary.
Step 5: Chain of Command – means the order in
which authority and power in an organization is wielded and delegated from top
management to every employee at every level of the organization. The administration
gives supervisory and commands to us subordinates and also delegate teachers.
Instructions flow downward along the chain of command and accountability flows
upward.
The
administration should respect the rights and preferences of employees. The
administration should foster a positive atmosphere to encourage higher
productivity of employees. The administrators and mentors should motivate and
inspire the students to show their best in all tasks. For example, promote the
talent of the students in sports, music etc. that is to develop the multiple
intelligences of the students. The school administrators should provide a
positive environment to all students and create an ambiance conducive to
learning. By formal organization
structure depicted by our organizational chart, 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 to confusion, frustration, loss of efficiency and limited effectiveness.
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.
