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IMPLEMENTATION BY TEAMS - Coggle Diagram

- - - - The viable organizational structure cannot be static, therefore there is no way or model to organize that works better in all kinds of situations.
        The effective organizational structure depends on the situation.
        According to Koontz and Weihrich (1996, p.257), the organizing process consists of the following steps:
        • Set clear business goals
        • Formulate objectives, policies and support plans
        • Identify and classify the activities necessary to achieve them
        • Group these activities according to the human and material resources available, and the best way to use them, according to the circumstances
        • Delegate to the head of each group the necessary authority to carry out the activities
        • Link groups horizontally and vertically, through authority relationships and information flows.
        
        Some of the most common mistakes in the organization are:
        • Inability to plan properly: It is not unusual to find a company that maintains a traditional organizational structure long after its objectives, plans, and external environment have changed.
        • Inability to clarify relationships: probably more than any other mistake, the inability to clarify relationships in the organization is the cause of friction, politicking and inefficiency; It implies a lack of knowledge of the tasks that the members of a company team must perform.
        • Inability to delegate authority: A common complaint in organizational life is that managers are reluctant to refer decision-making to the lower levels of the organization.
        • Misuse of functional authority: Perhaps more dangerous for good administration are the problems caused by the indefinite and unlimited delegation of functional authority.
        • Excess and lack of organization: excess organization is caused by the inability to put into practice the idea that the company's structure is a system that enables efficient staff performance.
        Administrators overorganize when they multiply activities and “staff” departments when they appoint unnecessary line assistants, excess procedures, excess work committees for decisions that can be made by one person (Koontz and Weihrich, 1996, pp.318 -322).
- - - - As a desirable organizational model, teamwork arises for many reasons to implement this type or technique of work.
        Koontz and Weihrich point out some of the reasons for the use of committees:
        • Deliberation and group criteria: generally the most complex problems and tasks require the evaluation of more than one person. The committees help clarify problems and develop new ideas.
        • Fear of concentrating too much authority on a single person: they are useful for making recommendations on specific problems and giving more freedom to superiors, and directors generally do not want to take full responsibility for making a decision.
        • Stakeholder representation: to effectively solve a problem or task, all parties involved must be represented.
- - - - But this type of administration also has its disadvantages:
        • Administrators must be “experts” in APO, know and understand a great deal about it, its philosophy and orientation.
        • When developing objectives, they must be clear, results-oriented and somehow foresee the future.
        • Really verifiable goals are difficult to set.
        • Short-term goals are emphasized
        • Administrators are often hesitant to change or modify established goals
        • You can also forget that management is about much more than setting goals.
      - In short, the basic elements of APO include.
        • Adherence to the method at all levels of the organization
        • Effective planning and goal setting
        • Integrate individual goals with company goals by promoting the joint participation of managers and subordinates.
        • Considerable autonomy in the development and selection of means to achieve the objectives.
        • Constant performance evaluation (Stoner and Wankel, 1989, p. 114)
- - - - • The cause of the organization: * Principle of the administration leg: there is a limit to the number of people that can be effectively managed by one person but there are no universal exact numbers.
        • The structure of the organization: authority: the organization is made possible by authority. Authority is the tool with which the administrator is able to exercise his discretion and create an environment for individual performance.