Tag: Organizational

Organizational!


An organization or organisation is an entity comprising multiple people, such as an institution or an association. That has a collective goal and is the link to an external environment. Organizational, relating to an organization or the way it is set-up, the action of organizing something.

There are a variety of legal types of organizations, including corporations, governments, non-governmental organizations, political organizations, international organizations, arm forces, charities, not-for-profit corporations, partnerships, cooperatives, and educational institutions. A hybrid organization is a body that operates in both the public sector and the private sector simultaneously, fulfilling public duties and developing commercial market activities.

A voluntary association is an organization consisting of volunteers. Such organizations may be able to operate without legal formalities, depending on jurisdiction, including informal clubs. Organizations may also operate in secret and/or illegally in the case of secret societies, criminal organizations and resistance movements.

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  • What are the Dimensions of Organizational Climate?

    What are the Dimensions of Organizational Climate?

    There have been many studies on the 10 dimensions of organizational climate. About Organisational Behavior, Such studies have helped us to understand what does influence organizational climate: Likert has proposed 6 dimensions of organizational climate: leadership, motivation, communication, decisions, goals, and control. Also learn, Definition of Organizational Climate! What are the Dimensions of Organizational Climate?

    Explain are 10 Dimensions of Organizational Climate!

    Li-twin and Stringer have proposed seven dimensions of organizational climate: conformity, responsibility, standards, rewards, organizational clarity, warmth and support, and leadership. They have also emphasized the motivational framework of organizational climate. The Concept of Organizational Climate.

    The important dimensions or components which collectively represent the climate of an organization discuss below. with examples explain any 10 dimensions of organizational climate:

    Dominant Orientation:

    Dominant orientation of the organization is an important determinant of climate and it is the major concern of its members.

    If the dominant orientation is to adhere to established rules and regulations, the climate characterizes by control. If the orientation is to produce excellence the climate will characterize by achievement.

    Inter-Personal Relationships:

    The interpersonal relationships in organizations reflect the way informal groups form and operate. The informal groups may benefit the organization also, but in some cases, they may displace the goals of the organization.

    Conflict Management:

    In the organization, there can always be inter-group as well as intra-group conflicts. The organizational climate will depend upon how effectively these conflicts manage.

    If they are managing effectively, there will an atmosphere of cooperation in the organization. If they are not managed properly there will be an atmosphere of distrust and non-cooperation.

    Individual Autonomy:

    If individual employees are given sufficient freedom to work and exercise authority, it will result in efficiency in operations. The autonomy will lighten the burden of higher-level executives.

    Organizational Control System:

    The control system of the organization can be either rigid or flexible. Rigid control will lead to an impersonal or bureaucratic atmosphere in the organization. There will be a minimum scope for self-regulation.

    Organizational Structure:

    The organizational structure serves as the basis of interpersonal relations between superiors and subordinates. It clarifies as to who is responsible to whom and who is to direct whom.

    If there is centralization of authority, the participation in decision-making by the subordinates will very less. On the other hand, if there is decentralization of authority, there will an atmosphere of Participative decision-making.

    Task-Oriented or Relations-Oriented Management:

    The dominant style of managers will also affect the organizational climate. The task-oriented approach means that the leadership style will be autocratic. The employees will have to show results or face punishment, morale will be low in the long run.

    If the managers are relations oriented, the climate will considerate and supportive. There is team spirit in the organization because the needs and aspirations of the workers will give due importance. Explain are Evolution, Elements of an Organizational Climate!

    Rewards and Punishments:

    The system of rewards and punishments is also an important component of organizational climate if the reward system is directly related to performance and productivity, there will be an atmosphere of competition among the employees. Everybody will like to work hard and earn more rewards in the form of promotions and pay rise. If there is Biasedness in the distribution of rewards, the meritorious employees will discourage.

    Communication:

    The communication system of the organization will also affect the organizational climate, The flow of information, its direction, its Dispersement, and its type are all important determinants.

    A proper communication system means that the subordinates are in a position to express their ideas, suggestions, and reactions, otherwise, they will feel frustrated.

    Risk-Taking:

    How members respond to risks and whose help is sought in situations involving risks are important in any organization. If individuals feel free to try out new ideas without any fear they will not hesitate in taking risks. Such an atmosphere will be conducive to innovative ideas.

    The above dimensions or components are not mutually exclusive, they often overlap each other. How these different dimensions operate an organization indicates the underlying philosophy of the management. New Roles of Human Resource Management in Business Development.

  • What is the Definition of Organizational Climate?

    What is the Definition of Organizational Climate?

    Definition of Organizational Climate: Organizational Climate (sometimes known as Corporate Climate) is the process of quantifying the “culture” of an organization. And, it precedes the notion of organizational culture. It is a set of properties of the work environment, perceived directly or indirectly by the employees. That is assuming a major force in influencing employee behavior. You’re learning, What is Definition of Organizational Climate? with Meaning, The Concept of Organizational Climate!

    What is the Definition of Organizational Climate? with Meaning!

    What does Organizational Climate mean? Organizational climate is a concept that has academic meaning in the fields of Organizational Behavior, and I/O Psychology, as well as practical meaning in the business world There, is continued the scholarly debate about the exact definition of organizational climate for the purposes of scientific study.

    Climate and culture are both important aspects of the overall context, environment or situation. 

    Components of a Strategy Statement

    “Properties of the business environment in a workplace observed by staff that strongly influence their actions and job performance. For example, a perceptive business manager might take the trouble to survey employees about. The organizational climate to identify and promote those aspects that are most conducive to achieving corporate objectives. Also called corporate climate.”

    Meaning of Organizational Climate!

    Before understanding the meaning of organizational climate, we must first understand the concept of climate. 

    “Climate in the natural sense is referred to as the average course or condition of the weather at a place over a period of years as exhibited by temperature, wind, velocity, and precipitation.”

    However, it is quite difficult to define organizational climate incorporating the characteristics of natural climate. This is so because the most frustrating feature of an attempt to deal with situational variables in a model of management performance is the enormous complexity of the management itself. How Do You Know Your Company Wants Help From The Outside? People have defined organizational climate on the basis of its potential properties. The climate of an organization is somewhat like the personality of a person.

    Just as every individual has a personality that makes him unique and different from other persons. Each organization has an organizational climate that clearly distinguishes it from other organizations. Basically, the organizational climate reflects a person’s perception of the organization to which he belongs.

    It is a set of unique characteristics and features that are perceived by the employees about their organizations which serves as a major force in influencing their behavior. Thus, an organizational climate in a broad sense can be understood as the social setting of the organization. A few important definitions are as given below.

    Definition of Organizational Climate!

    According to Forehand and Gilmer,

    “Climate consists of a set of characteristics that describe an organization. Distinguish it from other organizations are relatively enduring over time and influence the behavior of people in it.”

    According to Campbell,

    “Organizational climate can define as a set of attributes specific to a particular organization that may be induced from the way. That organization deals with its members and their environment. For the individual members of the organization, climate takes the form of a set of attitudes and experiences. Which describe the organization in terms of both static characteristics (such as the degree of autonomy) and behavior outcome and outcome- outcome contingencies.”

    Thus, organizational climate is a relatively enduring quality of the internal environment that is experienced by its members, influences their behavior and can be described in terms of the value of a particular set of characteristics of the organization. How to Learn of Hone Your Ability to Concentrate? 

    It may be possible to have as many climates as there are people in the organization when considered collectively, the actions of the individuals become more meaningful for viewing the total impact upon the climate and determining the stability of the work environment. The climate should view from a total system perspective. While there may be differences in climates within departments. These will integrate to a certain extent to denote overall organizational climate.

    Definition of Organizational Climate - ilearnlot
    What is the Definition of Organizational Climate?

  • The Concept of Organizational Climate

    The Concept of Organizational Climate

    The concept of Organizational Climate: Organizations are social systems. Organizations combine science and people, technology and humanity. It is not possible for every organization to have the same type of technology and people and so the organizations differ in their characteristics and internal environment. Organizational climate (sometimes known as Corporate Climate) is the process of quantifying the “culture” of an organization, and it precedes the notion of organizational culture. It is a set of properties of the work environment, perceived directly or indirectly by the employees, that is assumed to be a major force in influencing employee behavior.” 

    Know and Understanding the Concept of Organizational Climate.

    The internal environment of an organization may be called the organizational climate. OC, a guide for dealing with people serves as a major influence on motivation and productivity of individuals and total workforce. OC may note as the “personality” of an organization as conceived by its employees.

    The organizational climate usually has a major influence on motivation, productivity and job satisfaction. The organizational climate is the major motivating factor responsible for satisfaction and dissatisfaction of employees in an organization and affects the quantum of employees’ turnover and satisfaction. It refers to the entire social system of a working group.

    Campbell defines organizational climate as a,

    “Set of attributes specific to a particular organization that may be deduced from the way that the organization deals with its members and its environment”.

    Thus OC is the perceptional environment prevailing in an organization base on which employees do their work. It will have a major impact on the smooth flow in the management of an organization.

    Six factors which can affect are:

    • Organization structure: Ideas on the extent of organizational constraints, rules, and regulations.
    • Individual responsibility: Having a sense of autonomy of being one’s own boss.
    • Rewards: Commensurate rewards to recognize performance.
    • Risk and risk-taking: The degree of challenge and risk to sustain by the incumbent.
    • Warmth and support: Feelings of general good fellowship and helpfulness prevailing in work settings.
    • Tolerance and conflict: Degree of confidence that the climate can tolerate differing opinions.

    Influence of OC on Human Performance (Related Concept of Organizational Climate).

    When the organizational climate is viable, the incumbent gets motivate and his performance is up to the expectation of the management. Consequently, he gets job satisfaction that reduces turnover. OC provides a type of work environment in which an individual feels satisfied or dissatisfied. Since the satisfaction of an individual determines his efficiency.

    Organizational climate can say to be directly related to his performance in the organization. Organizational climate affects performance, satisfaction, and attitudes of people in the organization. What is an Organization? A sound climate is a long run proposition. Managers need to take an assets approach to climate. Meaning that they take the long run view of climate as an organizational asset.

    The performance was more predictable for subjects, who work in a consistent climate than those. Who had to work in an inconsistent environmental climate. The inconsistent climate was having a negative impact on productivity. The organizational climate may be one of trust and confidence or one of fear and reprisal. Various organizational climates have different impacts on individual motivation, satisfaction, and attitudes. How Do You Know Your Company Wants Help From The Outside?

    The climate of an organization derives originally from the philosophy and goals of those who join together to create it. The philosophy and goals of people are implementing by leadership working through the formal and informal organization. Formal and informal organization provide the structure to bind the institution together into a working team. Also learn, What is Planning?

    The Concept of Organizational Climate - ilearnlot

  • The Types of Kotter’s Eight Steps Change Model

    The Types of Kotter’s Eight Steps Change Model

    The different Types of Kotter’s Eight Steps Change Model


    Change is the word that best described of the modern societies and culture. The change occurred in almost every aspect of life. Change presses us out from our comfort zone. People changed their life to avoid stagnation and to improve their quality of life and become a better person. This is also true in business where the rapid change in technologies, the way of doing things, advances in information technologies, internal and external pressures, e-business and globalization creates a competitive environment in the most organized in order to survive and to be relevant. How business reacts, operate and adapt to any changes determine the survivability of the company. In the organization, change is necessary but often proves to be challenging.

    To guide a change (managing a change process) may be the greatest test for the leader of the organization especially when there is resistance. Therefore to lead a change is essential but difficult. The successfulness on implementing change in an organization requires a series of phase, correct tools, and proper planning. It involves the use of basic tools and structures to control and manage any organizational change efforts. This means that a change manager in every organization is duty-bound to initiate and lead change in an organization. It really clarifies that management implies leadership and leadership is a subset of management. The change management focuses on people, their resistance, their coping mechanisms and ultimately how they accept change in the workplace.

    There are many management thinkers at different times who have proposed many different theories and model regarding the nature of change management and how to manage the changes effectively for better of the organizations. Components of a Strategy Statement, One of the first and most popular theories of change management was given by Kurt Lewin. Lewin’s model is rather simple however other change management theories are based on this model.

    One of the leading management gurus is John P. Kotter who introduced the concept of eight steps to organizational change management to help the company adapt and prepare for various changes that affecting an organization. New Roles of Human Resource Management in Business Development, Kotter has written several bestseller books. The most recognized one is Leading Change, which discusses the practical 8-step process for the organization to follow when facing changes. The process describes useful insight on how to manage change for the business organization of which key principles taking into people participation and roles in the identification and implementing strategies.

    Kotter’s 8-Step Change Model is being discussed briefly as follows


    Kotter’s 8-Step Change Model are being discussed briefly as follows

    Step 1: Create urgency

    For change to occur it is necessary the whole organization realizes the need for change and puts its effort into making the change. For this purpose, managers can paint a grim picture of the future if continued on the same path. Explain to the shareholders the increase in the ability of the organization to exploit its resources. There should be feedback from the stakeholders and their ideas should be incorporated in the change process.

    Step 2: Coalitions

    This is the point where the leadership emerges; people among the stakeholder should take charge of the groups. It is necessary that to identify the key leadership and make them commit to the change in the organization. This is necessary that people who are selected for the leadership believe in the change.

    Step 3: Vision for change

    When the process of change starts there are many ideas of floating. All these ideas need to be linked together if in order to form a vision. This vision needs to be simple and understandable. The vision gives people a sense of direction; they understand the purpose of the change. For change to be successful you need to know the main idea behind the change. For this purpose prepare a summary of the future endeavors of the company. Knowing about the future helps people to support the organization.

    Step 4: Communication of vision

    Every person in the organization needs to know the objective of the change. The previous paradigm of the company will produce resistance against the new method. The new Mission statement needs to overcome the resistance and unite the organization on a single path to success. For this, the management needs to address all the doubts and problems of the people. Divide the vision into smaller objectives and tie the performance of the individual with the achievement of these objectives.

    Step 5: Remove obstacles

    In the process of change, there will always be resistance. The objective of the management is to minimize this resistance and bring the stakeholders to a common platform on which everybody can express their opinion. As the process of change moves forward, there should be constant checks for any barriers to change.

    Step 6: Create short-term objectives

    For the process of change to work, people need to know that it is working. For this management can divide the main objective into simpler objectives. The management should thoroughly analyze the short-term objectives such that they are achievable and motivation. For the achievement of every objective, the employees should be rewarded.

    Step 7: Build on the change

    The process of change is not complete he unless and until the changing culture has inculcated into the organization. Changes in many organizations fail because they do not fully implement the changed processes. The changed processes should become part and parcel of life in the organization. The people of the organization need to build on the changed processes and achieve even more success.

    Step 8: Change in corporate culture

    The most difficult thing to do in bringing about change into the organization is to change the culture of the organization. In history, many of the mergers in companies have failed because of they unable to merge the culture of the companies. Changing the culture of the company is a very long and hard process.

    The above provide general information on Kotter’s 8-Step Change Model of which offers the good framework for an organization in approaching change. Kotter’s 8-Step Change Model focuses on the urgency sense and on a high degree of responsiveness, leadership (powerful guiding coalition) and human resources, vision and structure, communication, empowerment, short-term win through challenging but also reachable goals, continuous improvement in systems, processes, and practices, people planning and development. What are Managerial Roles and His Job?

    According to him only 15% of businesses will successfully implement and adapt to change that coming to them. One of the reasons may be that most management fails to take the complexity of human the connection. Some of the executives would probably outline the right business strategy but unable to implement it effectively due to internal resistance to change within its organization as well as poorly communicate to the staff of the changes and the way to go forward in managing it and cause misunderstanding or fear among employee. To summarize, Kotter’s 8-Step Change Model is very useful and actionable, nevertheless, the company chose also be mindful of its staff culture and personality and revise a plan to communicate effectively.

    The-Types-of-Kotters-Eight-Steps-Change-Model


  • How to Make Establish an Efficient System?

    How to Make Establish an Efficient System?


    Efficient (of a system or machine) achieving maximum productivity with minimum wasted effort or expense, preventing the wasteful use of a particular resource. Working in a well-organized and competent way. Performing or functioning in the best possible manner with the least waste of time and effort; having and using requisite knowledge, skill, and industry.

    Abraham Lincoln once gave a sound piece of advice regarding productivity. He said, “Give me six hours to chop down a tree and I will spend the first four sharpening the Axe.”

    It is apparent that he means that he can do a much more efficient job with the right tool. On the other hand, chopping away on the tree with a dull Axe might cut it down as well, but less efficiently and probably for a longer period of time. In other words, the best way to make the most of your time is by establishing an efficient system. To be more specific, you should first create the most conducive environment, and choosing the best tools, for the task.

    To help you establish an efficient system, there are two main things to do. The first one is to choose the right tools you need to accomplish the task in the best possible way. The second is to organize the space in which you will be doing the task.

    Choose the Best Tools for the Task

    Can you tell off the bat which tools you need the most to accomplish certain tasks? If you cannot, try remembering the following guidelines:

    1. The tool should be the most user-friendly.

    While this does not apply to all cases, it helps to remember to go back to the basics. Often, the tool that is easiest to use is also the more efficient. It does not require much time to learn how to use it and to manipulate it.

    An example of a simple, user-friendly time management tool is the to Do list. It is simple as jotting down tasks on a piece of paper and crossing them out once you are done.

    1. The tool should help you focus.

    Some people who want to enhance their time management skills often tend to buy a number of “organizational tools,” such as planners, calendars, and so on, but then end up not using most of them at all. Worse, some would attempt to use them all at once and end up confused. Therefore, the best solution is to pick no more than one tool you will truly use for a particular project, goal, or task, and then stick to it.

    1. The tool should be the most efficient and effective.

    If a tool requires too much time to set up before you can use it, then it had better be four times more efficient than the other models. Otherwise, you would only end up accumulating wasted time from using it. The bottom-line is to choose a tool that will strike a balance between efficiency and effectiveness by looking at how well it can help you with the task and how quickly it can be used.

    Aside from these, other factors you can consider are accessibility, cost, visibility, and so on, depending on the specific tools you need. After all, some tools are to be used for personal goals and tasks, while others are for professional use or team projects. Nevertheless, it helps to keep these three core guidelines in mind before you decide to choose a certain tool for your project.

    Organize and Develop an Efficient Work Space

    A space that is clean and organized does not just mean it is neat and tidy. Rather, it expands to keeping only the things you need in sight. Everything else that does not serve any purpose to your goal is merely a distraction. This rule applies not just to your physical surroundings, but your digital space as well.

    You can achieve this by taking these simple steps:

    1. Clear all the items off the area first. This will make it easier for you to separate the items and tools you want to use from the ones that only serve as distraction.

    For instance, if your computer desktop is cluttered with all sorts of icons and folders, then create a folder and label it “Mess.” After that, move everything into it in one full sweep.

    1. Re-build or re-organize the area by choosing the tools that you need. Everything else must be removed or stored away more efficiently.

    If we go back to the same example, when you are left with a clear desktop, you can then choose from the “Mess” folder the ones you need for a particular project or goal. Everything else can be deleted or sorted out until you can safely delete the “Mess” folder.

    1. Develop an efficient system for your project or goal.

    Now that only the tools you need remain in the area, your final step is to use them to create an efficient system. It is important to ensure that the system is simple, easy to use, and effective, because you may be using it so often it becomes a habit.

    Let us say you make a living as a medical transcriptionist. Since your desktop is now uncluttered, you now only have your transcribing tool, a spreadsheet icon of a file that helps you track your progress, and folder of projects on it. Your final step is to systematize how you work so that you can maximize your time and efficiency. It can be simple, such as:

    Step 1: Click the spreadsheet icon to monitor and review project.

    Step 2: Open transcribing tool.

    Step 3: Open project to be transcribed.

    Step 4: Put on headset, adjust volume, and start transcribing.

    Once your tools and system are polished and organized, it is guaranteed that all the tasks you need to accomplish will become easier to do. All you need to do at this point is to take action.

  • How to Set the Right Goals?

    How to Set the Right Goals?


    A goal is a desired result or possible outcome that a person or a system envisions, plans and commits to achieve: a personal or organizational desired end-point in some sort of assumed development. Many people endeavor to reach goals within a finite time by setting deadlines.

    It is roughly similar to purpose or aim, the anticipated result which guides reaction, or an end, which is an object, either a physical object or an abstract object, that has intrinsic value.

    Setting the Goals

    Goal setting may involve establishing specific, measurable, achievable, relevant, and time-bounded (SMART) objectives, but not all researchers agree that these SMART criteria are necessary.

    Research on goal setting by Edwin A. Locke and his colleagues suggests that goal setting can serve as an effective tool for making progress when it ensures that group members have a clear awareness of what each person must do to achieve a shared objective. On a personal level, the process of setting goals allows individuals to specify and then work toward their own objectives (such as financial or career-based goals). Goal-setting comprises a major component of personal development and management.

    Goals can be long-term, intermediate, or short-term. The primary difference is the time required to achieve them.

    Short-term goals

    Short-term goals expect accomplishment in a short period of time, such as trying to get a bill paid in the next few days. The definition of a short-term goal need not relate to any specific length of time. In other words, one may achieve (or fail to achieve) a short-term goal in a day, week, month, year, etc. The time-frame for a short-term goal relates to its context in the overall time line that it is being applied to. For instance, one could measure a short-term goal for a month-long project in days; whereas one might measure a short-term goal for someone’s lifetime in months or in years. Planners usually define short-term goals in relation to long-term goals.

    In any endeavor, the first step is to establish a clear goal. The more detailed and clear it is, the easier it will be for you to make choices and establish steps that you need to take towards accomplishing it.

    However, before getting into the subject of setting goals, let us first talk about the Goal-Setting Theory of Locke and Latham. Learning this will help you visualize the results that you truly want and need.

    Dr. Edwin Locke, the author of the article “Toward a Theory of Task Motivation and Incentives”, published in 1968, explained that people become motivated towards doing their job when they are given clear goals as well as proper feedback. He also pointed that having a specific and challenging goal motivates people to boost their performance.

    Twelve years later, Locke and Dr. Gary Latham published “A Theory of Goal Setting and Task Performance,” their seminal work. It not only highlighted the significance of setting definite and challenging goals, but also provided five key components that will guide you to set them successfully. These are Clarity, Challenge, Commitment, Feedback, and Task Complexity. Here are the steps on how you can use them:

    Establish clear goals.

    It is important to be detailed with what you want to accomplish. By doing so, you can track your progress and determine which areas you need to improve on and which ones are helping you to get closer to your goal.

    Perhaps the most efficient way to establish goals is by applying the SMART criteria. This was first explained by George T. Doran in the November 1981 issue of Management Review. It has since become the primary tool used in setting goals.

    “SMART” stands for Specific, Measurable, Achievable (or Assignable), Relevant, and Time-bound. Here is how you can apply each criterion:

    1. Specific – the goal has to be so clear it leaves no room for doubt. Detail what is important to you, what you expect from it, how you will know when it happens, and so on.
    2. Measurable – this puts emphasis on the need for measurable factors to help determine whether you are improving or not. Without measurable factors, you would find it impossible to stay motivated.
    3. Assignable or Achievable – a goal may be specific and measurable, but it can be unachievable if it is unrealistic. It is important to ensure that you can either achieve the goal-related tasks yourself, or assign some of the tasks to someone who can.
    4. Relevant – it is important to work towards a goal that is in line with your principles and purpose in life. For instance, you can consider whether the goal is worth the time, energy, and resources and if it is of true value to you.
    5. Time-bound – a time frame is an essential part of goal setting, because it helps you commit and increases your focus. A goal that is not time-bound is usually shipped off to “someday” land and never seen again. Therefore, you must set a target date.

    Here is an example of a SMART goal: “I will finish writing the first draft of my twenty-thousand-word romance fiction novel entitled “Oceans Away from Sarah” before December 25, 2016.”

    Set the Right Goals

    Ensure that the goals are challenging

    The more challenging yet realistic a goal is, the more motivated you will be to accomplish it. First, consider whether the goal you want makes you feel excited. Why does the thought of accomplishing it makes you feel good? Visualize the goal and determine the steps you need to take to turn it into a reality.

    Commit yourself to the goal

    Committing to your goal means that you are going to devote your time, energy, and resources to accomplish it. It also means you recognize its importance in your life and that you will not give up. It also helps to remember that plans can change, but the goal should remain the same.

    Track your Progress to Get Feedback

    As you work towards your goal, you must continuously enhance your skills, plans, and tools. That way, you can become even more efficient and effective. The only way to know how and what to improve on is by receiving feedback.

    Feedback is easily given by a team leader and one’s peers in major projects, but if you are on your own, then you need to track your own progress to receive it. Therefore, you must create a way to measure your progress as soon as you start working towards your goal. Through these standards, you can determine how far along you are.

    Calibrate the complexity of the task

    If a certain task towards your goal is too challenging it becomes unrealistic, you can take a step back and make the necessary adjustments. In other words, do not charge head-on if you are unprepared for it, because you will only end up feeling too pressured. This is dangerous, because it can cause you to give up altogether.

    Instead, consider the factors that are causing the task to be too complex. Reflect on whether you need more time, additional skills, or better tools for it. Maybe you need to break it down into smaller, more manageable parts. It is also possible that you need to delegate it to an expert. All these adjustments may even help you achieve your goal more efficiently.

    Once you have established a clear goal, the next step is to generate tasks that are in line with it. By doing so, you would then be able to determine the time you need to accomplish it. How to Set Your Organize Priorities? posts will help you to identify which tasks are important each day, and which ones to set aside.

  • How to Set Your Organize Priorities?

    How to Set Your Organize Priorities?


    There are specific skills and steps that you can learn to effectively manage multiple priorities and to actually assess which activities you need to work on first then next in order to tame your daily and weekly schedule. I’ve tried to organize the best time management advice I can find into one place and make it “research administrator-friendly.”

    The ability to prioritize is highly important in terms of achieving your goal. It helps you to identify and focus only on the essential tasks. It frees you from falling into procrastination or getting distracted by less important tasks. By harnessing this skill, you will be less stressed and a lot more organized and put-together.

    To become proficient in prioritizing, you can start by applying former U.S. President Dwight D. Eisenhower’s Urgent/Important Principle.

    Eisenhower’s Urgent/Important Principle

    In 1954, he mentioned that there are “two kinds of problems: the urgent and the important. The urgent are not important, and the important are never urgent.” In this sense, these two concepts can be defined as follows:

    Important tasks are those whose results lead to the achievement of our personal or professional goals.

    Urgent tasks require your immediate attention. However, they are typically related to the goal of someone else (such as your boss). Nevertheless, we focus on them more because there are negative consequences to not doing them right away.

    At this point, you may want to reflect on three things.

    First, identify which tasks or activities are most important to you. Are they in line with your goal? How far along are you in terms of accomplishing it?

    Second, look back on how you spend your time each day. Do you focus on what is urgent? Were you able to find time for what is important?

    Finally, consider how you can make time for what is important and still be able to do what is urgent. Alternatively, think about whether you can sacrifice what is urgent for what is important.

    One strategy that can help you focus on the important tasks first is to do them at the start of your day. The reason why this is effective is that you would still make time for what is urgent later on in the day. After all, you will always find a way to do what is urgent to avoid the consequence.

    Make sure to write down all your thoughts until you can flesh out a concrete plan out of them.

    The Pareto Principle

    It is easy to prioritize when you are in control of your time and resources. However, things take a more challenging turn when you are faced with many issues that will force you to make quick decisions.

    If ever you find yourself in this situation, then you can take a page out of Italian economist Wilfredo Pareto. According to him, eighty percent of the effects of most events come from twenty percent of the causes. To make his point clear, he explained two examples.

    The first one is that 80 percent of the properties in his homeland are owned by only 20 percent of the population. The second, on which his principle is initially based, is that 20 percent of the pea-pods in his garden held 80 percent of the peas produce.

    To this day, the Pareto Principle is being used by many professionals to gauge almost anything, such as by stating that 80 percent of a corporation’s sales come from only 20 percent of its products.

    Going back to the concept of Prioritization, you can apply the Pareto Principle by applying the following steps:

    1. Identify the main problems.

    Take note of every issue that is holding you back from achieving your goal or task. If you are working as a team, consult each member to get their own insights. You might also need to consult your progress chart.

    1. Determine the main cause of each problem.

    According to the concept of Root Cause Analysis, there are three common root causes behind any problem. These are Physical Causes, Human Causes, and Organizational Causes.

    When something breaks down or fails to operate due to some tangible or observable aspect, then it is due to a Physical Cause. One example is you being unable to finish a three-page report due tomorrow because your laptop computer crashed.

    If a person failed to do something, or did something wrong, then the problem is from a Human Cause. An example would be your co-worker failing to send you an email of the survey results for your report tomorrow.

    In situations where, despite the effectiveness of tools and the efficient skills of the people involved, the process itself caused the problem, then it is considered to be due to an Organizational Cause. One example is the pyramid scheme, in that the products are effective and the salespeople are passionate and trained. Yet, the system itself fails to be sustainable.

    Based on this perspective, it is easy to identify the root cause of some problems. However, if you find it a challenge to do so, then you should ask yourself these questions to help you deduce the issue until you can identify the root cause.

    What happened?

    How did it happen?

    Why did it happen?

    Will it happen again?

    Why or why not?

    1. Rearrange the problems in order of priority.

    After you have identified the root cause for each problem, you should then create another list of the same problems. Only this time, you will be enumerating them based on how important it is for them to be solved. This way, you will instantly know which one to focus on solving first before you move on to the second, third, and so on.

    1. Come up with the solutions.

    Now that you have analyzed and organized all the problems, the final step is to solve each of them. Start with the most important problem to be solved, and then brainstorm on the best steps to take to address it.

    Now that you know how to apply Eisenhower’s Urgent/Important Principle and Pareto’s Principle, you can choose from a variety of time management tools in organizing all this information. A simple chart on a spreadsheet should do the trick, and it can look something like this:

    Eisenhower’s Urgent/Important Principle

    Today’s List of Tasks

    Important Tasks Urgent Tasks

    Task 1 – 8:00 am to 9:30 am Task 1 – 11:00 am to 12:00 am

    Task 2 – 10:00 am to 10:30 am Task 2 – 1:00 pm to 3:00 pm

    Pareto’s Principle

    Ranking Problem Root Cause Solution:

    1 Problem A Root Cause A Solution A

    2 Problem B Root Cause B Solution B

    3 Problem C Root Cause C Solution C

    By using these tools, you will surely be able to get more tasks done throughout your day. Of course, this does not mean that these tools alone will enable you to focus on getting the job done. There will be times when we fail to focus on a task because of unexpected occurrences and distractions. However, you can overcome these challenges by improving your ability to concentrate. The next chapter can provide you with tips and strategies on how to do just that.

  • What is Characteristics of Authority? with Theories Sources

    What is Characteristics of Authority? with Theories Sources

    Characteristics of Authority; First, Some remembering of what is the Authority? The power or right to give orders, make decisions and enforce obedience. The right to act in a specified way delegated from one person or organization to another. A person or organization having political or administrative power and control. The power to influence others, especially because of one’s commanding manner or one’s recognized knowledge about something.

    Here are explain; What is Characteristics of Authority? with Theories Sources.

    A person with extensive or specialized knowledge about a subject; an expert.

    Sources of Authority:

    There are broadly five theories regarding the sources from which authority originates. They are:

    • The formal authority theory.
    • Acceptance of authority theory.
    • The competence theory.
    • Traditional Authority.
    • Charismatic Authority.

    Brief explanations of the above three theories are given below;

    The formal authority theory:

    According to his theory, the authority flows top to bottom through the structure of an organization. In other words, the authority flows from the General Manager to his departmental manager and in turn, from the departmental manager to his superintendent and the like. This is explained in the following diagram.

    Board of Directors → General Manager → Sales Manager → Sales Representatives → Workers

    The Formal Authority Theory is otherwise called Traditional Authority Theory and Top-Down Authority Theory. In the case of a public limited company, the authority is in the hands of shareholders and they delegate their authority to top management, and in turn, a part of this authority is a delegate to the middle management.

    Acceptance of authority theory:

    Chester Bannard gave this theory. According to his theory, the authority flows from the superior to the subordinates whenever there is an acceptance on the part of the subordinates. The subordinates should accept the authority but there is no compulsion made by the superior. If the subordinates do not accept the command of their superior, then the superior cannot say to have any authority over them.

    According to Bannard,

    “An individual will accept the exercise of authority, if the advantages accruing to him from accepting plus the disadvantages accruing to him from not accepting exceed the advantages accruing to him from not accepting plus the disadvantages accruing to him for accepting and conversely, he will not accept the exercise of authority if the latter factors exceed the former.”

    The authority of a superior will be effective only when there is the willingness on the part of the subordinate to accept authority and ineffective when there is a lack of readiness to accept the authority on the part of the subordinate. The subordinate will not analyze every order of the superior to accept it or not. In fact, the subordinate without a second thought accepts certain orders of the superior. If the subordinate without any hesitation accepts the order of the superior, it is knowing as the zone of acceptance.

    A number of factors will determine a zone of acceptance:

    The following acceptance below are;

    • The subordinate believes that rewards will give to him in appreciation of his efforts and skills.
    • Sincere services of subordinate to the organization will reward.
    • A subordinate thinks that he has to accept the authority in a particular situation.
    • The non-acceptance of authority will result in dismissal of the subordinate from an organization.
    • It is also accepting on account of special knowledge that a man may possess.
    • There is no other way available than to accept authority.
    • It is the duty of the subordinate or it may be the policy of the organization to impose the authority.
    • It is the duty of the subordinate or it may be the policy of the organization to impose the authority.
    • People have confidence in the person giving orders.

    Competence theory:

    This type of authority is investing with the persons by virtue of the office hold by them. The personal power of this type of persons is based on the leadership qualities of the person concerned. In an organization, only one person gets a higher position than others in the course of time-based on leadership qualities possessed by him.

    Traditional Authority:

    In a family system, the father exercises traditional authority over members of the family. The traditional authority is generally following in the Indian family system. It is the father who guides the activities of the family and others obey out of respect and traditions.

    In the traditional form of authority, there is no formal law or structured discipline and relationships are governed by personal loyalty and faithfulness rather than compulsions of rules and regulations or duties of the office.

    Charismatic Authority:

    The charismatic authority rests on the personal charisma of a leader who commands the respect of his followers. The personal traits such as good looks, intelligence, integrity, etc., influence others and people follow the dictates of their leaders because of such traits.

    The people follow the leader because they feel that he will help them in achieving their goals. The charismatic leaders are generally good orators and have a hypnotic effect on the followers. The religious leaders and political leaders like Mahatma Gandhi, John F. Keneddy of America come under this category.

    The Charismatic phenomena also extend to film actors, actresses, and war heroes. Film actors and actresses have been successful in raising huge funds for calamities etc. because of their charismatic personalities. Even political parties associate actors and actresses with them to collect crowds for their rallies. People follow some leaders/persons because of their charismatic personalities and not because of any other factor.

    What is Characteristics of Authority with Theories Sources
    What is Characteristics of Authority? with Theories Sources! #Pixabay.

    Characteristics of Authority:

    The characteristics of authority are briefly explain below;

    • The basis of getting things done the right to take actions towards completion: Authority gives a right to do things in an organization and affect the behavior of other workers of the organization. It leads to the performance of certain activities for the accomplishment of the defined objectives automatically.
    • Legitimacy-positional authority: Authority implies a legal right (within the organization itself) available to superiors. This type of right arises due to the tradition followed in an organization, custom or accepted standards of authenticity. The right of a manager to affect the behavior of his subordinates is giving to him on the basis of an organizational hierarchy.
    • Decision–making the freedom and right to make choices of action: Decision-making is a Pre-requisite of an authority. The manager can command his subordinates to act or not act. This type of decision takes by the manager regarding the functioning of an office.
    • Implementation as a consequence of the position hold: Implementation influences the personality factors of the manager, who is empowering to use authority. The subordinates or group of subordinates should follow the instructions of the manager regarding the implementation of decisions. The personality factor of one manager may differ from another manager.
  • What is the authority? Introduction, Meaning, and Definition

    What is the authority? Introduction, Meaning, and Definition

    Authority is a legal power which is possessed by a person from his superior officers and with the help of which he succeeds in getting the things done by his sub-ordinates. Authority is the key to managerial functions. If the managers do not possess the required authorization, they will not be able to perform their duties properly.

    Here are explain; What is the authority? Introduction, Meaning, and Definition.

    A manager is in a position to influence his subordinates only by the use of his authority. It is the authorization which enables him to discharge the important functions of planning, coordination, motivation and controlling, etc. in an enterprise.

    If proper authorization is not vesting in him, he cannot perform. These functions in the required manner and he cannot hold responsible for all these functions in the absence of proper authorities. It is only the authorities by virtue of which he dominates his subordinates and gets work done by them.

    The word authority (derived from the Latin word Auctoritas) can use to mean the right to exercise power given by the State (in the form of government, judges, police officers, etc.), or by academic knowledge of an area (someone that can be an authority on a subject).

    What is the authority Introduction Meaning and Definition
    What is authority? Introduction, Meaning, and Definition #Pixabay.

    The power or right to give orders, make decisions and enforce obedience. The right to act in a specified way delegated from one person or organization to another. A person or organization having political or administrative power and control. The power to influence others, especially because of one’s commanding manner or one’s recognized knowledge about something. A person with extensive or specialized knowledge about a subject; an expert.

    Meaning of authority:

    Authority is the power to make decisions, which guide the action of others. A delegation of authorization contributes to the creation of an organization. No single person is in a position to discharge all the duties in an organization. In order to finish the work in time, there is a need to delegate authorization and follow the principles of division of labor. Delegation permits a person to extend his influence beyond the limits of his own personal time, energy, and knowledge. It is the “right of decision and command.” Theories Sources with Characteristics of Authority.

    Definition of authority:

    The Following definitions below are from different authors;

    According to Henry Fayol,

    “Authority is the right to give orders and the power to exact obedience.”

    According to Koontz and O’Donnell,

    “Authority is the power to command others to act or not to act, in a manner deemed by the possessor of the authority to further enterprises or departmental purposes.”

    According to Terry,

    “Authority is the power to exact others to take actions considered appropriate for the achievement of a predetermined objective.”

    According to Barnard,

    “Authority is the character of a communication (order) in a formal organization by virtue of which it is accepted by a contributor to or member of the organization as governing the action he contributes. That is, as governing or determining what he does or is not to do so far as the organization is concerned.”

    While concluding the meaning of authority it can say that authorities in the ordinary sense of the term are nothing more than a legal right. It empowers an individual to make decisions. He is giving a right to command and to exercise control over. Those who are responsible for the execution of policies and programs of the enterprise. For decisions take the authorizing person is holding responsible and is made answerable to his superiors and the organization as a whole.

  • What are the Principles of Directing?

    What are the Principles of Directing?

    Learn, Explain, What are the Principles of Directing?


    First, Some know about of Directing; Directing is said to be a process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermined goals. Directing is said to be the heart of management process. Planning, organizing, staffing have got no importance if direction function does not take place. Directing initiates action and it is from here actual work starts. The direction is said to be consisting of human factors. 

    What is a Directing? A basic management function that includes building an effective work climate and creating an opportunity for motivation, supervising, scheduling, and disciplining.

    The Meaning of Directing!

    Directing means giving instructions, guiding, counseling, motivating and leading the staff in an organization in doing work to achieve Organisational goals. Directing is a key managerial function performing by the manager along with planning, organizing, staffing and controlling. From top executive to supervisor performs the function of directing and it takes place accordingly wherever superior-subordinate relations exist. Directing is a continuous process initiated at the top level and flows to the bottom through organizational hierarchy.

    In simple words, it can describe as providing guidance to workers is doing work. In a field of management, the direction is said to be all those activities which are designed to encourage the subordinates to work effectively and efficiently. According to Human, “Directing consists of process or technique by which instruction can be issued and operations can carry out as originally planned” Therefore, Directing is the function of guiding, inspiring, overseeing and instructing people towards the accomplishment of organizational goals.

    Now, Here are Principles of Directing:

    The Following are the Principles of Directing:-

    I. Harmony of objectives:

    Individuals have their own objectives. An organization also has its own objectives. The management should coordinate the individual objectives with Organization objectives. Direction should be such that individuals can integrate their objectives with Organization objectives.

    II. Maximum individual contribution:

    Every member’s contribution is necessary for the organization’s development. Hence the management should adopt a technique of direction which enables maximum contribution by the members.

    III. Unity of direction or command:

    An employee should receive orders and instructions only from one superior. If not so, there would be indiscipline and confusion among the subordinates and disorder will ensue.

    IV. Efficiency:

    The subordinates should participate in the decision-making process so that they would have a sense of commitment. This will ensure implementation of decisions and will increase the efficiency of subordinates.

    V. Direct supervision:

    Managers should have the direct relationship with their subordinates. Face to face communication and personal touch with subordinates will ensure successful direction.

    VI. Feedback: 

    The Direction does not end with issuing orders and instructions to subordinates. Suggestions given by subordinates are necessary for the development of management. So the development of feedback system furnishes reliable ideas to the management.

    VII. Effective communication:

    The superior must ensure that plans, policies, and responsibilities are fully understood by the subordinates in the right direction.

    VIII. Appropriateness of direction technique:

    There are three direction techniques available to the management. They are authoritarian, consultative and free rein. But the direction techniques should select according to the situation.

    IX. Effective control:

    The management should monitor the behavior and performance of subordinates to exercise effective control over them. Effective control ensures effective direction. Also, What are Nature and Characteristics of Leadership?

    X. Comprehension:

    The extent of understanding by subordinates is more important than what and how orders are communicating to them. This is very useful in the proper direction of subordinates.

    XI. Follow through:

    A direction is a continuous process. Mere issuing orders or an instruction is not an end itself. The direction is necessary. Hence the management should watch whether the subordinates follow the orders and whether they face difficulties in carrying out the orders or instructions.

    Also, Some extra info on Directing!

    Directing is a process of the top-down approach. It is a vertical process in which orders come from the top for the subordinates to follow. Directing is person-centric. That’s why we often see that one boss is very effective because of his proper directions and the other one is not so effective because of his wrong way of handling things.

    Also, the direction is a management function performing by top-level officials of management. Directing, through the top-down approach, is actually a two-way approach, i.e. orders come top down, and the feedback goes bottom up. The direction is necessary to achieve proper implementation of goals. Direction consists of processes and techniques utilized in issuing instructions and making certain that operations are carried out as originally planned.

    Also, like to read it; The definitions of all the Seven Processes of Scientific Management; Planning, Organizing, Staffing, Directing, Coordinating, Motivating, Controlling.

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