Management in Organization

Organizing is the second process of management in organization. According to Fayol (1930), “to organize a business is to provide it with everything useful to its functioning.” And to Koontz and O’Donnell (1995), “organizing consists of conscious coordination of people towards a desired goal.” In other words, organizing refers to the development of a rule-based structure that identifies the activities necessary to achieve organizational goals, classifies and assigns these activities to a manager and delegates authority and relationships in the organizations. The organizing function is vital in realizing a firm’s objectives. After managers establish objectives and design plans to achieve them, they must then coordinate the material and human resources in the organization in order for the plans to be carried out successfully. Thus, organizing involves providing personnel, physical facilities, and capital to the organization. It also focuses on establishing relationships between employees, their jobs and their functions. For example, the human resources manager make a meeting between the new employees and their manager so that they will discuss about the organization plan and also guide the new employees of what he or she responsibility. Developing a structure is a key function of organizing. A structure act as a framework which outlines the division of tasks, the development of resources, and the coordination of departments. According to Daft (2012; 2010), this framework assigns formal tasks to members and departments of the organization, thereby creating formal reporting relationships for effective coordination of employees.

The third process of management is leading. The leading function is also known as directing. According to Terry (1956), “Directing means moving to action and supplying simulative power to a group of persons.” In addition, Gibson, Ivancevich, & Donnelly (1997) defines the leading as the ability to persuade others to seek defined objectives enthusiastically. Compare to Bateman & Snell (2011) view, leading is the management function that involves the manager’s efforts to stimulate high performances by employees. So while planning specifies what to do and organizing specifies how to do it, leading is focused on pointing out why the employees should want to do it. On the other hands, any managerial decision taken in the planning and organizing process must be converted action through effective execution, and effective execution of a decision is realized by leadership. In the other words, many managers working quietly in both large and small organizations around the world also provide strong leadership within departments, teams, nonprofit organizations, and small businesses. Furthermore, leadership is the process of influencing a group to achieve goals while motivation is the factor which affects the individual performance to exert higher level of the organizational goal and team is a group of workers who function as a unit and they can teach each other to improve the plan that reduce the chance to get stuck. For example, according to Daft (2012; 2010), Cara Kakuda is an area general manager in Hawaii for Nextel Partners, the rural-market division of Nextel Communications. Kakuda earned the job because of her ability to motivate and inspire employees. “People give her 150 percent,” said a Nextel executive. Besides, under this leading, managers continuously guide and direct their subordinates. They provide instructions, rules and decisions to employees in performing their jobs. They also motivate, supervise and inspire them towards better performance.