Accounting technicians scheme west africa
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- Hierarchical Structure of Authority and Responsibility
- Input-Output Analysis
| Task or Activity every organisation carried out a major task of one kind or the other which relates to and is directed towards the realization of its missions or objectives. iii) Division of Labour every organisation uses a system of division of labour whereby each member is allocated or apportioned a fraction of the task of the overall organisation. The resulting specialization increases individual output and overall organisational efficiency. iv) Hierarchical Structure of Authority and Responsibility every organisation has a form of structure through which the activities and efforts of its members are coordinated. The structure shows the way duties and responsibilities are divided between or among people and the way the efforts of people engaged indifferent activities are integrated. vb Employees every organisation sees people to perform task. It is human resources that make the concept of organisation meaningful because an organisation cannot exist without people. vi) Input-Output Analysis every organisation obtains resources or inputs from the external environment and turns these into output which are sent back to the external environment. C.6 Classifications of Organisation In classifying organisations, there are different types of classifications depending on the criteria being used. In this regard, four (4) criteria are going to be used in this text to classify organisations, the four (4) criteria are i) Structure, ii) Ownership, iii) Type of authority, and 140 iv) Major purpose Ab Using Structure Organisations can be classified into formal and informal organisations using structuring as a criterion. The formal organisation comprises patterns of relationships, communication channels and authority structure recognised by management for the purpose of achieving the goals of the organization. These patterns are the result of conscious decisions of management directed at goal accomplishment. The formal organisation is characterised by clearly defined roles, jobs, hierarchical structure, rules, procedures and pattern of relationships. On the other hand, informal organisation exists in the context of the formal organisation but does not officially form part of it. Informal organisations exist to serve certain needs of members of the formal organisation which are outside the scope of the formal organisation and which the formal organisation may find difficult to serve. Common informal groups in our organisations are Esusu group, prayer groups such as fellowships, social or economic groups such as cooperative societies, ethnic associations, cult groups, etc. whose primary role is to protector advance the interests of members employed in the organisation. Informal organisations have objectives, structure of roles, patterns of communication, leadership, rules, regulations and procedures. Inmost cases, these patterns/features are written into a constitution adopted by members. Informal organizations are so-called because they are not prescribed by management organization. Since informal organizations emerge out of the formal organisation to serve the economic, social, psychological and cultural needs of its members, their activities may have positive or negative effect on the ability of the formal organisation to achieve its goals. When the interest of the informal organization does not conflict with those of the formal organisation, their operation may indeed benefit the formal organisation. However, when their goals are in conflict with those of the organisation, their existence and operation may have negative effect on the formal organisation. Examples of this are the operation of cult groups in higher institutions where they create a high sense of insecurity for the entire community and hence jeopardise attainment of the formal organization. Download 3.37 Mb. Share with your friends:
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