Organization, management, society and values

Organization and management

Humans are masters of something good, something bad of all living things on our planet. But we are weak creatures, both in body and in spiritual abilities. like two or three people, the engine of a middle-class car as much as a hundred or three hundred people.

We humans rule the world, but because we have achieved, built our civilization, we have made it through reason. However, in processing and managing information, we do not have to compete with the personal computers we use every day. Chess grandmasters lose games by using a programmed and capable computer, surpassing them in mastering about 15,000 moves as many players have available during an average game of, say, 30 moves. On a normal personal computer, at least five or six programs run in parallel - windows, a text editor, a table, a pointer, an e-mail, a drawing program. However, people find it difficult to devote themselves to only two, not particularly demanding activities, e.g. driving a car and talking to fellow passengers. Compared to a computer, our mind has a low-capacity logical part and a modest short-term memory, but an almost limitless permanent memory, from which we cannot retrieve information at will. Everything else is if we take people, a group, a team to work. we are still staring at the material achievements of ancient generations - how they built a thousand-kilometer defensive walls, giant pyramids and temples and cathedrals, giant irrigation systems and aqueducts with their bare hands and simple tools, and not so long ago the canals connecting the seas and the first great tunnels stretching from country to country. Everything else is also if people, a group, put their heads together and create new knowledge together, Well, people are still surpassing - maybe it will be like that for a long time? even the greatest computers in designing new knowledge. As we will see later, the individual's idea counts only a little, no matter how great. No one can judge for sure how good or bad his idea is - only more people can do it together. The idea of ​​the individual is lost, extinguished into oblivion - if it is processed and mastered by a group of people, it becomes permanent. An individual rarely breaks through with his idea - the group has enough power and influence to assert it. In the parable of the computer, man has a very modest personal biological computer, to master the environment, he must connect it and coordinate it with similar computers of other people. However - and this is all the more important - the outcomes of an inconsistent group, carried away from all winds, are more modest than the sum of the outcomes that individuals would be able to produce. However, in a well-functioning group, the rule "2 x 2 = 5" applies, harmonious action creates synergies, it is much more than the action of individuals. Such a group does not form by itself ‘someone has to connect people, set them common goals, is the organization. It is successful if the individual acts in harmony in it - and this usually happens on its own if it is mastered by someone who has the right knowledge and skills. It's a manager.

Dodaj napis

Organization. Instrument and Organism

The traditional view equates an organization with a machine, a device, an instrument built and intended to do some work, to achieve certain goals. In this view, we people working in an organization are just wheels and levers and motors and whatnot in a good machine. This is a technocratic view of the organization, but it does not mean that such organizations - such as industrial organizer Frederick Taylor, mining engineer Henri Fazlor and great administrator Max Weber and others - were well aware that there is no organization without colleagues. However, from this point of view, the organization is only a tool, an instrument for achieving predetermined goals. An organization without co-workers is a dead and empty shell. Lifeforce and justification are dictated by the interests of the participants - individuals, groups, organizations, the public, who are affected by the operation of the organization and who are able and willing to influence it in return. Internal participants are collaborators, from management through experts and administrators to contractors. External participants are suppliers and customers, the local and wider social environment, the state and policies, and more. From this point of view, the organization is a community of interests of the participants. a living organism. The organization has a structure (Division of labor, powers, and responsibilities) that is the digestive anatomy of a living being. In it, the processes of activity take place - these are like the physiology of a living being. the behavioral characteristics of co-workers are culture i.e. the psychology of the living being (Bartlett and Ghoshall 1995 in de Wit 1005, 76). Organization (the linguistic roots of the word are in ancient Greek, where, organon, - a tool, preparation. See Snoj 2003, p.477) is a system of people, means and resources - on the one hand, it is, therefore, an instrument, a tool for achieving goals, on the other, the community of human interests, the organism. Both aspects, instrumental and interesting, are inextricably intertwined and intertwined in the organization, there is no one without the other. An organization is always both an instrument and an organism.

Manager, management, implementation, and management

A manager is one to whom stakeholders, aliens, or superiors entrust the management of an organization or part of an organization for it to achieve the set goals effectively and efficiently. So we talk about the goals of the organization and the strategies to achieve the goals, both together is the policy of the organization. There are more managers in a slightly larger organization, so we are talking about management. The same word applies to organizational management. Due to the public, in the dem part we avoid the word "management" to control the organization. Mastering shows every organization, at the same time an interest group of people and an instrument for achieving goals, from the smallest to the largest - from the bottom of the line and the reverse workshop, from small to large company, from municipality to country, from region to international organizations. Historically, the necessity of this long ago required a concerted action and required the control of the people who lived and worked in any area, small or large. For such control, the word rule was used in ancient times, and for the one who performed control, the ruler. Nowadays, when equality and participation in design apply in words (in politics we call this democracy), it would sound strange to talk about a family rule, in a shaving workshop, in a company, an institution - just as we talk about government in the country. It would also be unusual to talk about a director in a family, a municipality, a state. However, it is only about words, not content, the control of any organization is the control of people and their interests, and this is the rule with one word. To control the organization as an organism, a group of people who socialize and connect with the environment numerous and strong interests means to coordinate and direct these interests to common goals, to lead and promote, to manage contradictions. In doing so, people in the organization and those associated with it have more or less words - we are talking about collaborative, participatory leadership or on the directive, authoritative leadership. The distinction is essentially the same as between democracy and the absolute in the country. In both cases, it is also true that the one who controls the organization, according to the will of the people, must act for their interests, otherwise it does not last long. To master, however, shows every organization also as an instrument, a mechanism. It receives inputs from the environment - capital, labor, knowledge, materials, energy, services. and processes them into outcomes, tangible products, and intangible services. The value of the outcomes of a successful organization exceeds the value of the inputs. Organization increases value, creates, adds value. We talk about the way it does it, about technology - we talk about satisfaction, about the quality of products and services. The efficiency and effectiveness of the organization are measured by economic criteria, productivity, economy, profitability. Like this world is going older is a debate whose added value is obsolete by the organization - whether and to what extent it belongs to those who invest capital in the organization, to those who contribute work and knowledge, to the social environment and others. If the aspect of the organization as a community of interests prevails, we speak of a humanistic orientation, if the aspect of the organization as an instrument predominates, we speak of a technocratic orientation. For people's interests and management, a successful organization upgrades and integrates both orientations into a coherent whole, a synthesis. Management, which governs organizations, is small-scale governance — it is power and the power to build and achieve — and it sometimes attracts the most enterprising, creative, determined people. But it is also a profession in which the burdens are great, the workday irregular, the reconciliation of private and professional life difficult (Robbins 1991, pp. 603-630). The basic tasks of managers in the organization are:

• Planning and designing the goals to be achieved by the organization, planning and designing strategies to achieve the goals;

• Editing work in the organization and connecting the organization internally and externally;

• Organization management and people management;

• Measuring the performance of the organization and assessing the performance of people.

Simplified, we talk about planning, organizing, directing, and controlling - but it makes sense to first distinguish in each of these tasks, and then connect rational and creative content, those that apply to the organization as an instrument and the organization as an organism. , liberation and guidance, and measurement and judgment are closely intertwined. The operation of the organization includes management performed by managers, management, which is the task of contractors. Management is the right and task of the owners or founders of the organization or those who dispose of it or their proxies, managers-general meeting, supervisory board in a two-tier, or external directors in a one-tier management system. It includes decisions concerning the purposes and concepts of all aspects and all-time dimensions of the organization's policy. Managers are primarily concerned with the success of the organization, and management is concerned with the efficiency of the organization. Therefore, strategic (fundamental, important, fatal) decisions are primarily in the hands of managers, and tactical (executive) decisions arising from strategic ones are primarily in the hands of management. The management is responsible for the work of the managers. They determine or approve the basic policies, and the management should implement this under the supervision of the managers in such a way that the organization achieves the goals and superior goals of the organization. Implementation is performed by contractors staffed and deployed by managers. The work of contractors is planned and organized by managers, who also direct and supervise them. The work of contractors includes implementing decisions. Holders of these roles in the interest of the organization and their interest respect the delimitation of roles. Managers should not interfere in the executive power and activity of managers, otherwise, they should not be required to answer for it. In particular, they should not get involved in the activity of contractors, as this is the job of managers. Managers should not interfere in the activities of managers, and do not take over the work of contractors, as they would run out of time and energy to perform management and leadership. Contractors should not interfere in the work of managers because they are not qualified for it and because they would thus impose on themselves responsibilities that do not belong to them. Compared to the state, the owners or founders are the legislature, the managers are the judiciary and the managers are the executive branch of government.