MANAGING ORGANIZATION PROCESS

According to the last groups report, 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. 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.

The group presented a flow chart on the five steps of Organizational Process. This involves: Job design, Departmentalization, Delegation, Span of Management and Chain of Command. These five processes results in Formal Organization Structure that is depicted by an organizational chart.

Job Design

In Intercity College, since the school is still young, the Board of Trustees do not usually impose Organizational Objectives. What is important to them is to do our job as what is stated in our job description. Because of this, we as employees, set out own goals in order to reach the objectives.

As for me, I also have my own objectives so I can achieve the goals in my job. First, I identify what are the things needed to be done, prioritize those things and the process goes back to its cycle. But in ICT (Information and Communications Technology) Department where I belong, our own Department Head sets objectives for us to follow. These are: identify the important things and prioritize and implement them accordingly and make it habitual.

Departmentalization

The Department Head of the Information and Communications Technology Department divides the task among his subordinates in order to achieve the goals set. For instance, during the visit of the TESDA representatives in our school in order to inspect if it still meets their standard requirements, our department head set a meeting to us and discussed on the things needed to achieve in order to meet the goal.

She identified what are the documents needed to present to TESDA and the facilities that are to be checked by TESDA representatives. Since, the task is quite big and is not that easy, what she did is she breaks it down to smaller pieces and divides the task to us. She assigned two faculty members for the paper works and assigned the rest for the maintenance and upgrading of the materials needed for the inspection.

Delegation

Since the task were already identified, out department head eventually disseminated the task amongst her subordinates (and that includes me). The two of her faculty members (including me) was designated to create and develop a Contextual Based Learning Material (CBLM).

One person is assigned for the documents in the Computer Programming Department and the other one is to comply documents for the Computer Hardware Servicing Department. This document is one of the most important things that the TESDA representatives will have to check.

The last two of her faculty members were assigned to evaluate the equipment including the computers in the laboratory in order to determine what is needed to be replaced and what additional materials are that needs to be bought.

Span of Management

Upon the division of our tasks, we were authorized by our department head to revise other document that was assigned to us without her permission since she is quite busy accomplishing all other requirements needed. Furthermore, she set deadlines for our tasks to accomplish so we can not be go beyond the time scheduled for the TESDA inspection.

Though it took us weeks to accomplish these tasks, it was easy on out part since it was equally divided among us and the rest of the members were helping each other.

Chain of Command

During the inspection of TESDA, the faculty members were divided into two groups. The first group is for the Computer Programming department and the other group was for the Computer Hardware Servicing department but they work altogether and help each other.

Both groups do not report immediately to the Executive Director for the updates but reports immediately to the ICT department head. The ICT Department Head will be the one to report to the Executive director for the updates of the compliance of TESDA requirements before the scheduled inspection.

The organizational process should be managed proper fully so the company or institution will be in coordination and so that each goal set will easily be accomplished. An institution without proper management of organizational process is like a building without a strong foundation. Once the foundation breaks, everything falls.

To keep a step ahead of changing market conditions, new technologies and human resources issues, organizational innovation and change is needed. However, managing the change is difficult.  It requires a very good transformation leadership. According to John Kotter, some changes fail because of the 8 common errors leaders make in organizational change efforts:

 1) allowing too much complacency 2) failing to create a sufficiently powerful guiding coalition 3) underestimating the power of vision 4) under communicating the vision 5) permitting obstacles to block the vision, 6) failing to create short term wins, 7) declaring victory too soon and 8) neglecting to anchor changes firmly in the corporate culture.

To manage an organizational change a leader may go through the 8 stage change process by John P. Krotter. This is the 8 state change process:

Defrost a hardened status quo:

1.    Establish a sense of urgency

2.    Create the guiding coalition

3.    Develop a vision and strategy

4.    Communicate the change vision

Introduce new practices:

5.    Empower a broad base of people to take action

6.    Generate short term wins

7.    Consolidate gains and producing even more change

Ground the changes in the culture, and making them stick:

8.    Institutionalize new approaches in the corporate culture

However, most people don't like change because they don't like being changed. When change comes into view, fear and resistance to change follow – often despite its obvious benefits.

People fight against change because they fear to lose something they value, or don't understand the change and its implications, or don't think that the change makes sense, or find it difficult to cope with either the level or pace of the change. Resistance emerges when there is a threat to something the individual value. The threat may be real or it may be just perception.

It may arise from a genuine understanding of the change or from misunderstanding, or even almost total ignorance about it.