Functions of Management
1. Planning: Setting objectives and determining a course of action for achieving those objectives.
2. Organizing: Arranging resources to carry out the plan effectively.
3. Leading: Motivating and directing staff to work towards the organization's goals.
4. Controlling: Monitoring progress and making adjustments to stay on track with objectives.
Impact of Organizational Structure on Efficiency
1. Communication Flows: Clear structures enhance communication, reducing misunderstandings.
2. Role Clarity: Defined roles improve job performance and satisfaction.
3. Control Mechanisms: Effective structures allow for better tracking of performance.
4. Decision-Making Efficiency: Structures influence decision-making speed.
5. Flexibility and Adaptability: Organizations need adaptable structures to respond to changes.
References
1. Mintzberg, H. (1993) Structure in Fives: Designing Effective Organizations. Prentice Hall.
This book discusses the various types of organizational structures and their applicability to different management situations.
2. Daft, R. L. (2018) Organization Theory and Design. Cengage Learning. This comprehensive resource explores the roles of organizational structure and design in business efficiency.
3. Robinson, S. P., & Judge, T. A. (2019) Organizational Behaviour. Pearson. This textbook includes insights on management functions and organizational effectiveness.
4. Goold, M., & Campbell, A. (2002). "Do You Have a Well-Defined Corporate Structure?" Harvard Business Review, 80(3), 44-52. Which discusses the importance of corporate structure in achieving strategic objectives.
5. Burke, W. W. (2017). Organization Change: Theory and Practice. SAGE Publications. This book explores organizational structure's role in implementing effective change and ensuring efficiency.
Dickson Matiko Kisyeri -- Dickson, I’m familiar with articles, speeches and publications discussing ideas for “functions of management and the importance of organizational structure in an institution”. — More often they’re a “how-to-guide” that expects every business will fit into. — In my experience we “re-discover” management and organizational structures every 5 years; approximately the time of each new generation of students leave the university, encounter real world business structures and the people behind them -and- decide they can do better. — Often learning that behind all our theories of best “business structure concepts” are people with the experience and willingness to accommodate change and unknown & unexpected events. In addition, its easy to forget how we apply all these concepts to people is part of a business structure. In particular, the national, local and family cultures of the people. For example; will your list of business structures and concepts work with, respect and in some cases accommodate people from a variety of cultures and religions? - All too often we forget and/or conveniently ignore how this contributes to our business plan. I recommend creating management and business structures with people and their culture versus as an “idealized” concept. Design it to accommodate a wide variety of people and the needs of a variety of cultures versus expecting people to fit into a rather academic approach to working and living. In other words respect the people that help make a business “work”. The short version; ideas don’t matter - how you talk to and apply them to people and your specific business matters more. Work to create business environments and less on idealized concepts.
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