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Unit 3. Protocol Implementation - Coggle Diagram

- - - - The needs of the event and the magnitude of the event, each event is different from one another.
  - - - Design a logo and a slogan to represent the meeting, as well as a strategy to disseminate the event through flyers, brochures and posters. Define which designs are the most appropriate and if necessary the creation of a web page.
    - - They must facilitate the access of the attendees, provide all the assistance to the participants for their stay in the city or in the place where the event is going to take place.
        Our guests must wear a badge or badge that identifies them and the organizers a different one to provide relevant information to people who require it.
    - - It must be in charge of receiving and allocating the money for the event.
- - - - This is done through Organizational Design, which involves selecting a combination of organizational structure and control systems, which is the way people behave and determine how they will act in the organizational setting.
  - - - All human activity has these two requirements:
        
        Division of the work into different areas: this is largely determined by the technical system available for carrying out the work.
        
        Coordination of tasks to be performed: coordination affects behavior, communication and control systems.
    - - There are five mechanisms that explain the fundamental ways in which organizations coordinate their work:
        
        Mutual adaptation:
        
        It achieves coordination of work through simple informal communication.
        
        Direct supervision:
        
        Achieves coordination as one person takes responsibility for the work of others.
        
        Standardization of work processes:
        
        They are standardized when the content of the work processes are specified or programmed.
        
        Standardization of results:
        
        When these are specified, as may be the case with product dimensions or performance.
        
        Standardization of skills and knowledge:
        
        They are standardized when the type of preparation required to perform the work has been specified.
        
        A continuum between coordination mechanisms
        
        The 5 coordination mechanisms seem to follow a certain order:
        
        As the work of the organization becomes more complicated, the means of coordination change: from mutual adaptation to direct supervision and then to standardization, preferably of work processes; if necessary, then to standardization of results and skills in turn, finally reverting again to mutual adaptation.
        
        As the organization grows and adopts more complex divisions of labor, the need for direct supervision increases. While up to now the division of labor was among the workers themselves, now another actor appears: the manager; it is the first administrative division of labor in the structure, between those who perform the work and the one who supervises them.
        
        As the organization acquires experience in the work to be done, the way of doing things and the mechanisms by which people coordinate among themselves, the experience is incorporated in the values, beliefs, meanings, symbols and knowledge of people, so that "learned ways and methods of facing experience" are acquired, culture emerges as an integrating and controlling element of the tasks, making people coordinate among themselves again, but no longer by agreeing among themselves, but by the existence of an underlying agreement reflected in the "this is the way things are done in this company".
        
        The six fundamental parts of an organization
        
        Core operations:
        
        It encompasses those members (operators) who perform the basic work (the raison d'être of the company, through which it fulfills its function in society) directly related to the production of services and products.
        
        Operators perform four main functions:
        
        Secure production inputs
        
        Transform inputs into outputs
        
        Distribute the outputs
        
        Provide direct support to the input, transformation and output functions, e.g. by keeping machines running and inventorying raw materials.
- - - - Direct supervision: ensuring that the entire organization functions properly as an integrated unit, allocating resources, managing anomalies, monitoring the internal situation, disseminating information and acting as a leader.
      - Management of conditions at the organization's boundaries: relations with the environment, acting as the organization's spokesperson, liaison of the organization with its stakeholders; monitors the organization's external environment, acting as negotiator and visible head of the company.
      - Development of the organization's strategy: acts as an entrepreneur.