Lesson1 - 2 and 3 Reaction Paper
Lesson1 - 2 and 3 Reaction Paper
Lesson1 - 2 and 3 Reaction Paper
Organization is the skeleton of management that is composed of group of persons whose function
is to work together for a common goal. It involves the determination of assignments and duties to individuals
and also the setting and the maintenance of authority affiliation among the grouped undertakings. It is
concerned with the building, developing and maintaining of a structure of working relationships in order to
accomplish the objectives of the enterprise.
The Purpose of an organization is the fundamental reason why the organization exists. It connects,
refreshes, renews and brings life to every single corner of the organisation. If any part of the organisation
becomes disconnected from the purpose of the organisation it will wither and fail to function properly, like a
limb cut from the body’s blood supply.
Five (5) important characteristics of Organization are the following: 1) Division of works; 2)
Coordination; 3) Plurality of purpose; 4) Common Objectives and 5) It is a machine of management.
The organization can be classified on the basis of authority and responsibility assigned to the
personnel and the relationship with each other. In this way, an organization can be either
formal organization or informal organization.
As organizations continue to diversify, the workplace problems also intensify. The following is one or
more of three potential levels of conflict -- employee, team or organization-wide issues. Frequently, the
underlying causes of these problems are the lack of open, flowing communications or using the wrong
organizational structure.
Three basic needs of the Organization are the following: Growth, Maintenance, and Development.
The typically hierarchical arrangement of lines of authority, communications, rights and duties of an
organization. Organizational structure determines how the roles, power and responsibilities are assigned,
controlled, and coordinated, and how information flows between the different levels of management.
A structure depends on the organization's objectives and strategy. In a centralized structure, the top layer
of management has most of the decision making power and has tight control over departments and
divisions. In a decentralized structure, the decision making power is distributed and the departments and
divisions may have different degrees of independence.
According to Lounsbury Fish, “Organisation Structure is more than a chart. It is mechanism through which
management directs co-ordinates and controls the business. It is the foundation of management.”