The Nature of Organization and Management Organization and management is twin terms that

exist side by side with each other, each one needs and supports the other. Organizations will be
inert and useless if there is no management that will steer it; management will be hollow and
meaningless if there’s no organization to manage.
The Nature of Organization and Management In the real world of administration, organization
and management are essential elements through which human actions and objectives are
carried out and accomplished. In a manner of speaking, organization and management become
a means to an end.
Organization Organizations are defined differently by different authors. There are, however,
certain essential elements that can be discerned from them. In other words, organizations
consist of people who, more or less, share common objectives or purpose. The behavior of the
organization is directed towards the attainment of these objectives. The members who
compromise the organization work jointly in groups and cooperate together in interdependent
relationships. This suggests that organizations structure and integrate their activities.
Furthermore, organizations use knowledge and techniques to accomplish their goals.
Parts of a system according to KAST and ROSENZWEIG: 1. organization itself; 2. goals and
values; 3. technical subsystem (knowledge and skills required to do the task); 4. psycho-social
subsystem (composed of individual and group interaction); and 5. managerial subsystem
Organizations help us to accomplish goals which otherwise would be much more difficult, if not
impossible, to achieve on an individual basis. Organizations, like public organizations, business
enterprises, hospitals, church and military, serve the multifarious and growing needs of the
people and society. For most of us, organizations provide a means of livelihood, a vehicle to
develop our career, and a source of pride. Others even develop a strong attachment and
commitment to their organization that they’d say they are ‘married’ to their jobs there.
Organizations can be formal or informal are “a Formal organizations system of coordinated
activities of a group of people working cooperatively toward a common goal under authority and
leadership” (Scott and Mitchell as cited in Nigro 1989).
Organizations can be formal or informal Informal organizations, while they exist side by side with
formal ones, are “undocumented and officially unrecognized relationships between members of
an organization that inevitably emerge out of the personal and group needs of employees”
(Stoner and Freeman, 1989). They are, as described by Herbert A. Simon, “the interpersonal
relationships in the organization that affect decisions within but either are omitted from the formal
scheme or are not consistent with it” (cited in Stoner and Freeman, 1989).
Bureaucracy Government relies on the formal organizations, more popularly known as
bureaucracy, to carry out its functions and perform its role in society. Much of government
activities are carried out by these organizations which are of varying sizes and functions,
scattered all over the country, but all around by a common mission and purpose – that is, to
protect and promote the welfare of the people. The familiar usage of bureaucracy has become
associated with and often interchanged with government.
Management Management, on the other hand, involves the coordination of human and material
resources toward the attainment of organization’s goals (Kast, 1974). In any organization,
absolute harmony is hard to attain and, perhaps, unrealistically achievable. What is more
realistically bound to happen is for some conflict to arise. Thus, it is the task of management to
integrate the varied elements, be these cooperative or conflictive, into a complete organizational
undertaking.
Managers – people who are responsible for integrating, coordinating, and directing activities of
others – then have to bring together the organization staff, money, materials, time and space into
an integrated and effective system to achieve organizational objective. Managers get things
done by working with people and physical resources to realize the goals of the organization; they
coordinate and integrate the work and activities of others (Kast, 1974).
Because most organizations work in a larger environment where other organizations, institutions,
groups of people, demands, pressures, changes, developments, and so on, exist, it behooves
the organizations and their managers to relate with the external environment if they have to be
effective and assure their existence and relevance.
Management, according to Kast, has the following elements: 1) toward objectives, 2) through
people, 3) via techniques and, 4) in an organization. In a short, management is getting the tasks
done through people and techniques toward the attainment of objective within the organizational
setting.
Management Functions        Planning Organizing Staffing Directing Coordinating
Reporting Budgeting
Planning is an organizational management activity that is used to set priorities, focus energy and
resources, strengthen operations, ensure that employees and other stakeholders are working
toward common goals, establish agreement around intended outcomes/results, and assess and
adjust the organization's direction in response to a changing environment. It is a disciplined effort
that produces fundamental decisions and actions that shape and guide what an organization is,
who it serves, what it does, and why it does it, with a focus on the future. Effective strategic
planning articulates not only where an organization is going and the actions needed to make
progress, but also how it will know if it is successful https://www.udemy.com/blog/planning-in-
management/
Organizing Organizing is the function of management that involves developing an organizational
structure and allocating human resources to ensure the accomplishment of objectives. The
structure of the organization is the framework within which effort is coordinated. The structure is
usually represented by an organization chart, which provides a graphic representation of the
chain of command within an organization. Decisions made about the structure of an organization
are generally referred to as organizational design. The matching of organizational form, such as
structure, reporting relationships, and information technology, with the organization’s strategy.
Decisions. www.flatworldknowledge.com/node/19618
Staffing After an organization's structural design is in place, it needs people with the right skills,
knowledge, and abilities to fill in that structure. People are an organization's most important
resource, because people either create or undermine an organization's reputation for quality in
both products and service In addition, an organization must respond to change effectively in
order to remain competitive. The right staff can carry an organization through a period of change
and ensure its future success. Because of the importance of hiring and maintaining a committed
and competent staff, effective human resource management is crucial to the success of all
organizations. www.cliffsnotes.com
Directing Directing or Direction function is said to be the heart of management of process and
therefore, is the central point around which accomplishment of goals take place. A few
philosophers call Direction as “Life spark of an enterprise”. It is also called as on actuating
function of management because it is through direction that the operation of an enterprise
actually starts. Being the central character of enterprise, it provides many benefits to a concern
which are as follows: It Initiates Actions - Directions is the function which is the starting point of
the work performance of subordinates. It is from this function the action takes place,
subordinates understand their jobs and do according to the instructions laid. Whatever are plans
laid, can be implemented only once the actual work starts. It is there that direction becomes
beneficial.
Directing It Ingrates Efforts - Through direction, the superiors are able to guide, inspire and
instruct the subordinates to work. For this, efforts of every individual towards accomplishment of
goals are required. It is through direction the efforts of every department can be related and
integrated with others. This can be done through persuasive leadership and effective
communication. Integration of efforts bring effectiveness and stability in a concern. Means of
Motivation - Direction function helps in achievement of goals. A manager makes use of the
element of motivation here to improve the performances of subordinates. This can be done by
providing incentives or compensation, whether monetary or non - monetary, which serves as a
“Morale booster” to the subordinates Motivation is also helpful for the subordinates to give the
best of their abilities which ultimately helps in growth. It Provides Stability - Stability and balance
in concern becomes very important for long term sun survival in the market. This can be brought
upon by the managers with the help of four tools or elements of direction function judicious blend
of persuasive leadership, effective communication, strict supervision and efficient motivation.
Stability is very important since that is an index of growth of an enterprise.
Directing Coping up with the changes - It is a human behavior that human beings show
resistance to change. Adaptability with changing environment helps in sustaining planned growth
and becoming a market leader. It is directing function which is of use to meet with changes in
environment, both internal as external. Effective communication helps in coping up with the
changes. It is the role of manager here to communicate the nature and contents of changes very
clearly to the subordinates. This helps in clarifications, easy adaptions and smooth running of an
enterprise. are benefited out of that in form of higher remuneration Efficient Utilization- Direction
finance helps in clarifying the role of every subordinate towards his work. The resources can be
utilized properly only when less of wastages, duplication of efforts, overlapping of performances,
etc. doesn’t take place. Through direction, the role of subordinates become clear as manager
makes use of his supervisory, the guidance, the instructions and motivation skill to inspire the
subordinates. This helps in maximum possible utilization of resources of men, machine,
materials and money which helps in reducing costs and increasing profits.
www.managementstudyguide.com/importance_of_directing.htm
Coordination Mooney (1953) defines coordination as & the orderly arrangement of group effort to
provide unity of action in the pursuit of a common purpose. Coordination is the process of
synchronizing activities of various persons in the organization in order to achieve goals. It is
undertaken at every level of management. wiki.answers.com
Reporting Accountability reporting is primary intended to help management better measure
performance against target, whereas, insight reporting is focused on providing information to
help management better understand the business and react tactically and strategically.
www.jstor.org/stable/438206
A budget is one of your best tools for reaching your goals . It’s a plan of what money you expect
to receive and how you expect to spend it. A good budget is characterized by the following: ·
Participation: involve as many people as possible in drawing up a budget. · Comprehensiveness:
embrace the whole organization. · Standards: base it on established standards of performance. ·
Flexibility: allow for changing circumstances. · Feedback: constantly monitor performance. ·
Analysis of costs and revenues: this can be done on the basis of product lines, departments or
cost centers. Budgeting www.flexstudy.com/catalog/schpdf.cfm?coursenum=95075
Organization and Management in the Public Sector Organization and management in the public
sector may share many similarities with those in the private setting. For instance, both practice
division of labor, have an internal organization structure, recruit personnel, give direction and
assign tasks to employees, etc.
Public and Private Administration Criteria Public Administration 1.Relations to environment 
subject to public scrutiny; public demand and expectations; political pressures Private
Administration  Less exposed to public inspection; internal processes are kept from public;
response to public guided by market dynamics 2. Accountability  Accountable to the public;
transparency in transactions is expected  management accountable to owners of
firms/corporations 3. Measure of performance  general public satisfaction is the gauge in the
improvement in the quality of life  profit is bottomline 4. Nature of goods and services  open to
all  availment based on ones ability to pay
Organization and Management Techniques Organization Development (OD). Organizational
development, OD for short, is an approach to planned organizational change. It is a long-term
and, oftentimes, complicated effort to bring the organization to a higher level of functioning and,
at the same time, improve the performance and sense of satisfaction of the members of
organization. While OD includes structural and technological changes, its main focus is on
changing people and the nature and quality of their working relationships, in short, the
organizational culture.
 Organization and Management Techniques To achieve this, OD zeroes in on improving the
problem-solving and self-renewal processes of the organization. Problem-solving process refers
to the methods by which organizations deal with problems and situations they face. Renewal
process allows managers to adjust to environmental changes by adapting their problem-solving
style and goals in a way that will be most suitable to given situations. Because organizational
development involves the whole organization, support of top management is essential. Another
way of saying this is that OD can only take place with the blessings of the top hierarchy or high-
ranking officials in the organization (Stoner and Freeman, 1989).
Management and Information System (MIS) Management information system, or MIS, is
computer-based information system that provides accurate and timely information to those
needing them. MIS is highly important for the effective performance of the managerial functions.
MIS facilitates planning, decision-making and control, and enables the organization to carry out
these functions more effectively and efficiently (Stoner and Freeman, 1989). It is not surprising
that with the increasing sophistication of computer technology today, newer systems that can aid
public managers in their job will be developed.
Total Quality Management by Dr. William Edward Deming documented both public and private
organizations in their attempt to respond to changes as brought about by the advances in
computer and communications technology and trade liberalization and globalization.
O and M Studies As a field of study, public administration has always been concerned with
improving our understanding of public organizations, commonly known as bureaucracy, and their
effective management. Because much government activities are carried out by the bureaucracy,
it is important to investigate how these public organizations work and operate. The knowledge
gained can help those working in government manage their agencies more effectively.
The interest in studying the organization and management of public organizations and
institutions will not wane. Government has always relied upon its agencies and institutions to
carry out its activities and the concern for improving government will undoubtedly involve looking
into how these organizations function, their interrelationships with each other and the external
environment.
Public administration O and M varies in their approaches and focus. in the United States, the
focused were on the formal structures, functions, and processes of the administrative
organizations of government. The focus on the internal aspects of public administrative system
and the concomitant values of efficiency, economy, and effectiveness with which the
organizations function and operate is characteristic of the traditional public administration.
Concepts on System Approach • A system is an organized unitary whole composed of two or
more independent parts, components or subsystems and delineated by identifiable boundaries
from its environmental suprasystem. (F. Kast and J. Rosenzweig, 1979). • A system can be
looked as having inputs, processes, outputs and outcomes. Figure 1 presents a system
framework and its major elements.
Inputs: Resources (in terms of manpower, money, materials, equipments and facilities)
Conversion Process o Planning o Organizing o Motivating and o Controlling Output Products
and services to the market Feedback  Influences from the government  Society  Economics
and Technologies Outcomes Enhanced quality life or productivity for customers (with results
meaningful and measurable)
Impact Impact is the change in the standard of living of the target group or within the target area
from the program (UN, 1978) 1. Self-reliance; 2. Self-sufficiency; 3. Socially responsible; 4.
Economically independent and politically dynamic; and 5. Better quality of life
O and M studies focused on structural concerns such as hierarchy, line of authority, division of
labor, staff-line functions; span of control, records keeping, unity of command, and the like.
Subsequent studies in organization and management branched out to other concerns, using the
behavioral perspective or the human relations model. These studies focused less on the formal
structure and more on the human dimension and informal groups and interactions within
organizations.
Other approaches to studying organizational phenomena tried to integrate the elements of
classical and neoclassical theories such as the open-systems, decision-making and industrial
humanism models
Other works on organization have been marked by their quest for innovative approaches (e.g.,
more flexible organizational forms, more participative processes, and more client-oriented) in
managing organizations as well as concern for the impact of government policies and activities
on the people and society. These are emphasized, for example, by the New PA.
Other organization studies are more perspective in character in that they recommend specific
and concrete measures to improve organizational performance. These studies deal with practical
administrative issues and offer solutions to solve them. These studies are what you call applied
studies or research and are sometimes referred to as management studies.
A popular example of applied organization studies that we can cite is the reorganization of the
bureaucracy. A study of the existing structure, functions, and procedures is conducted with the
view to identifying concrete measures that will improve the conduct of government and public
affairs.
Generally speaking, the studies made by the Institute during those years were “characteristically
inward-oriented” and focused on organization structures, functions, processes, and procedures,
concluded by recommendations to apply management tools and techniques that have been
employed in the United States. The studies dealt with wide ranging practical issues concerning
internal structure, building space, work simplification, salary scale, employee morale, line of
authority, line and staff functions, and so on.
Even as the researches continued to adhere to this “inward-looking orientation”, other patterns
emerged. Research investigations already included the local governments-their organizations,
functions, and management- and not just concentrating on the national government offices and
institutions
Studies also began to cover the relations between the bureaucracy and the public at large, as
exemplified by the researches on public accountability and program implementation. This
“outwardlooking orientation” and interest on social relevance of public administration became
more pronounced in the studies following the declaration of martial law and onwards to the ‘80s
(Reyes, 1995).
Many of the organization studies conducted by the CPA that the time precisely fitted into the
scheme of upgrading the administrative capability of the government. They were a direct and
relevant response to the need and call for efficient, economical, and effective government.
These studies were of the applied type and addressed practical problems in internal
administrative structure, functions, and processes
They also offered concrete measures to improve the system. In a sense, the studies filled the
role of providing the government with ideas and solutions to improve government operations and
performance and, thus, make it more capable in accomplishing its task of nation building and
national development.
Thus far, it is apparent that the bulk of organization studies before were more oriented towards
dealing with practical issues in Philippine public administration than building theoretical
knowledge about public organizations.
This much was noted by Cariño when she reviewed the researches undertaken by the College.
According to her, as cited by Reyes, a little less than three percents of studies made between
1952 and 1972 could be considered as theoretical works. Reyes also reiterates this observation
in his article.
For the Filipino public administration scholars, the challenge probably lies not only in discovering
new frontiers in the discipline but, more importantly perhaps, in defining a public administration
model that brings in the Filipino perspective and the realism of Philippine experience.