Modern Organisations by Amitai Etzioni

An organization that exhibits a clear division of labor, a clear hierarchy of authority, formal rules and procedures, impersonality of treatment and rewards based on merit could, according to Weber, be a

Likert 's System IV argues that organizations take on various forms to effectively (or ineffectively) achieve organizational goals (Miller 2015). Likert characterizes these systems by the organization 's style of motivation, communication, decision-making, goal-setting, control, influence structure, and performance (as cited in Miller, 2015, p.50).

Structure is the basis through which an organization seeks to create control the direction of an organization. This is completed through clear definitions of the allocation of work, differentiation, and the coordination of having those responsibilities working together towards the efforts of the organization, integration (Bolman & Deal, 1993, pp). Through these methods, the organization is able to devise a division of labor that collaborates to bring about the missions and goals of an organization. The structure that comes about from this can be varied in their rigidness and flexibility it allows, and to an extent this is a great contribution to its success.

As known each organization has a set objective to be achieved. Hence depending on the objective & to achieve those objectives, an organization can be structured in many difference ways: the 2 basic division, is the division of labour& coordination & supervision. These are done to be in-line with the organizational objective.

Critically analyze the organization from the systems approach. You should consider the inputs, transformation and output elements of the operation and consider how the system creates value.

Organisations must organise a structure so that their objectives can be achieved. A company will have different departments and procedures with each one having a special function. All of these organised departments and procedures are linked so the company can run efficiently. For many organisation this can be very complex has they will have offices in international countries around the world.

Organizations has become more popular in the workplace rather than the other alternatives. Even though it may related with a crisis, the most powerful companies has to face the need for change. Being able to move different directions and to enhance the functioning of a group can be one of the

According to Miles et al. (1978, p. 547), an organization is both its purpose and the mechanism constructed to achieve the purpose. It means that the concept of organization is embracing both goals and all the elements that represent unique combination. Miles et al. (1978, p. 553) draws the conclusion that structure and the processes taking place inside the organization are closely aligned; it is hard to speak about one without mentioning the other. It is important to understand the conclusion drawn by Miles et al. (1978). It illustrates how the

Organizations are social entities that are goal directed, are designed as deliberately structured and coordinated activity systems, and are linked to the external environment (Kirst-Ashman, 2011). The four main parts of that definition are social entity, goal directed, deliberately structured, and link to external

The relationship between different organisational functions and how they link to organisational objectives and structure.

An organization is a group of people, such as a foundation or an academy that worked together to accomplish multiple goals and is associated to an external environment. There are different types of organization, some organization formed to earn income for its owners but some other organization which called non-profits are worked for public purposes. There are 3 main types of business organization Such as:

Organizations do not exist in a vacuum, but evolve in an environment consisting of internal and external factors. Taken into consideration, the above statement erodes the omnipotent view of management, which assumes that the performance of an organization relies solely on the quality of the management, and implies that external factors, which are most often out of the managers’ control, will affect the operations of the said organization. However, Chapman (2001) argues that a manager’s job is to exercise judgement, and that a company’s performance will depend greatly on how the manager’s ability to adapt and respond to changes in the general environment. Indeed, the system theory approach (Barnard, 1938) would suggest that organizations, nowadays more than ever, operate

An organization, put in simple terms is a group or assembly of people working alongside one another to achieve common goal or objective through a division of labor and or responsibilities. Business organizations in free market economies are formed to provide services or deliver goods to ultimate consumers for profit. Generally speaking, people form an organization because it provides a means of using individual strengths within a group to achieve more than can be accomplished by the aggregate efforts of group members working individually.

Different authors has defined the Organization in different ways, according to Keith Davis, “Organization may be defined as a group of individuals, large of small, that is cooperating under the direction of executive leadership in the accomplishment of the certain common object.” (Publish your articles, 2015)

Organizational effectiveness is defined as the extent to which an organization, by the use of certain resources, fulfils its objectives without depleting its resources and without placing undue strain on its members and/or society (Mary et al, 1996). It is the maximum combined utility of the primary constituents (Matthew et al, 2005). The goal model describes organizational effectiveness in terms of the extent to which an organization attains its objectives. The legitimacy model regards organizational effectiveness in terms of a background evaluation “of component preferences for performance and natural limitations on performance from an external environmental perspective” (Zammuto.R.F, 1982). The constituency model considers organizational effectiveness “as a set of several statements, each reflecting the evaluative criteria applied by the various constituencies” involved with the