Managing Organization 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.

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.

In general, the organizational process consists of five steps (a flowchart of these steps is shown in Figure

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.

As NDMC is doing its on-going transformation. The administration is doing also its part in reviewing the previous plan that the school had. Then identifying what went wrong and what went right. And from there formulate the new plans to improve them.

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.

After the administrators, finish formulating the plan. They will now disseminate these to the subordinates on what are the plans and how will it be done. This is done in NDMC through meeting, seminars and workshops. Like for example in every beginning of school year. NDMC has this pre-school briefing on what will be happening on the said school year to make the employees guided for the rest of the year.

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.

Right after everyone know what are the plans. These jobs and works are then delegated to the different concerned units for implementation. If the job is on infrastructure and facilities improvement that is delegated to the General Services group. If that is for the instruction, that is delegated to the instructions committee, then to the deans, then to the faculties.

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.

Of course, right after the delegation. The group who had been assigned is expected to perform  the tasked that have given to them. And afterwards, monitoring of the job is done.

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.

This comes in the physical aspect of the activity. The managers now should have a clear view on what is really happening. Just like teaching. You need visual aid to convey the idea and would serve as their guide. So organizational chart is very important in an organization.

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