MANAGEMENT NEEDS AND THE ORGANIZATIONS

NEEDS AND THE ORGANIZATION TASK NEEDS: Those which have to be satisfied in order to successfully carry out the work of the organization. GROUP NEEDS: Those concerned with the organization as a social unit necessary to perform the tasks in the organization. INDIVIDUAL NEEDS: Also called personal needs are those necessary to maintain the morale and motivation high amomng the individuals.

NEEDS AND THE ORGANIZATION Satisfying Group Needs gives rise to group functions: Setting Standards Maintaining Discipline Building Team Spirit Encouraging, Motivating Appointing Sub-Leaders Ensuring Communication with the group Training Members of the Group

NEEDS AND THE ORGANIZATION Meeting Individual Needs involves: Attending to personal problems Praising individuals Giving status Recognizing and using individual abilities Training the individual

Maslow’s Hierarchy of Needs Individual Development and Motivation (1943)

Maslow’s Hierarchy of Needs Physiological Safety Love Esteem Self Actualization

MANAGEMENT THE STRUCTURE OF ORGANIZATIONS

The Structure of Organizations Paisey’s definition: Structure is the deliberate patterning of relationships between organization members. Mullins’s Definition: Structure is the pattern of relationships among positions in the organization and among members of the organization.

Implications The structure defines tasks and responsibilities, work roles and relationships, and channels of communication.

Purpose The division of work among members of the organization. The coordination of their activities so they are directed towards achieving the goals and objectives of the organization.

Structure Makes possible the application of the process of management. Creates a framework of order of command through which the activities can be planned, organized, directed, and controlled

Conclusion Mullins’s definition makes us conclude that, through structure, an organization defines what should be done by its members.

Formal Models of Organizations Emphasize the official and structural elements of organizations. Formal models assume that organizations are hierarchical systems in which managers use rational means to pursue agreed goals. Heads possess authority legitimized by their formal positions within the organization and are accountable to sponsoring bodies for the activities of their institution. Bush (1986:23)

Description of Organizational Structure (Elements) Job Authority Position

Elements of Structure Jobs, Authority, and Position That’s why such titles as DOS, Marketing Manager, Bursar, Secretary, etc. exist. These titles provide an overview of an institution’s organizational structure.

Drawback of this kind of structure It does not include the dynamic aspect of the organization. It does not indicate the informal structure of the organization.

Pyramid Representation of an Organizational Structure The organizational structure may be represented by either a flat or tall pyramid according to the levels of authority and the distribution of jobs.

Considerations Promotes a top-down hierarchical picture of a school. Gives priority to authority. Inflexible modes of operation.