principles of organizational management
Introduction
The purpose of this chapter is to present the principles and scientific principles of organization as a function of managers and an essential element of management. We discuss the necessity of organization and the division of duties and grouping them into administrative units, as well as the various concepts of authority and vertical and horizontal relationships. We discuss the benefits of the committees and the times of their use. We also expose the various documents of organization, including maps, descriptions, and guest posts. Then we address some of the problems of organization in the case of movement (the presence of people in their administrative positions). At the end of the chapter, we list the principles of organization and some questions.
In the concept of organization
The time when a single individual could do all the efforts in his work has ended, as the person is forced to complete the work to go to another person to help him in some of the tasks required to be accomplished to reach the goals that he predetermined and he finds himself compelled to specify the duties that the new person should perform It makes him responsible for their implementation in front of him, as he delegates to him the appropriate authority so that he can carry out the duties imposed on him, as well as determines his relations with others. between them and others to ensure that there is no conflict or friction in their efforts in collective efforts, which is what is called ((organisation)). Organizing as an activity is part of management and comes logically after planning. It is not possible to imagine managing any work without organizing collective efforts. On the other hand, organization as a building or structure that depicts responsibilities and The authorities and relations in collective efforts are one of the management tools used to reach the goals, and it is thus prior to management.
pillars of organization
We mentioned that organizing is defining the authorities and responsibilities in the collective efforts and accordingly, the organization is (responsibility, authority) and it is not possible to unite an organization without specifying the responsibilities and authorities and responsibility ((it is to hold the individual accountable for carrying out specific duties by virtue of being a member of the organization and regardless of his own desires)). Once assigning a set of duties to a person to perform them, he becomes responsible for them, and he is held accountable for them if he makes mistakes or does not fulfill the required duty. His responsibility says that his subordinate is the one who made a mistake or omission, and in order for the individual to complete the duties he is responsible for, he must be given ((the right to make decisions that govern the actions of others)) and this is called authority. Action or abstinence from it, the basis in authority is the power to compel others to comply with what the owner wants.
The rationale for organizing
It is not possible to complete the work in the best way without organization. In organization, responsibilities and authorities are defined. Without defining the authorities and responsibilities, the goals and efforts become lost, common and useless. Organization raises the morale of individuals, where each individual knows his duties, responsibilities, and powers, thus reducing friction, conflict, and alienation. On the other hand, organization achieves Coordination between the various collective efforts in order to achieve common goals. Accordingly, good organization achieves the optimal use of material and human energies, as well as achieving optimal satisfaction of human needs and desires inside and outside the project.
Who organizes
Organizing is an essential element of management, and every manager is responsible for completing the work by others. He resorts to organizing collective efforts. Every manager in the organization, regardless of his administrative level, contributes to the project process. The organizational structure of the project can be likened to a machine. Organizing in its final state is the responsibility of higher management
When is it organized?
Organizing whenever we say that the management tool is in implementing its policy, and the project is organized when it is established. Organizing may take place at any time when the administrators see that the management is no longer fit to reach the project’s goals to cases where reorganization is required.
How is it organized?
The legitimate process of organizing is not a matter of the eye. The more duties to be performed, the more difficult the process of organizing. However, the organizing process can be divided into
two main elements
First: Organizational Structure Design (Organization Design)
Second: Development of the administrative body (organizational operation)
Organizational Structure Design
The first stage of organizing a project is the design of the organizational structure, which is a stage related to the mechanical aspect of the organization, that is, without regard to the individuals who will occupy the administrative positions. The process of designing the organization and starting it so that the organizers and managers avoid the emotions and feeling that often accompany thinking about individuals and their positions, and thus the organization becomes scientifically free of biased human emotions and conflicts
Factors that influence the design
There are several factors that influence the design of the organization, the most important of which are:
1- The size of the project, the larger the amount of work, the greater the organization
2- The number and type of goods and services that the project provides
3- The breadth of the
