measurements and goals. How effectively do your managers, departments and locations work together? Teamwork requires that they share:

•A common mission

•Congruent, compatible goals

•Mutual trust and respect

•Equity of recognition and rewards

•A "Win-Win" philosophy (It's only a good deal if we all benefit)

Organizational effectiveness is reduced by internal conflicts and compromise: like a tug-of war team with members pulling in the wrong direction. Synergy occurs when individuals, departments and management levels cooperate and help each other. Everyone has to be pulling together for the team to win. This is the other missing link.

4. Peak Performance

The answer to the business challenge of the 90's is Peak Performance, learning to operate better, faster and cheaper. The winners will be those who learn to do more with less, seeking continued improvement in every activity. Today's Total Quality programs have a start in uncovering and unlocking the hidden potential in U. S. companies. Progress will accelerate as business leaders continue the struggle and learn to:

•Integrate Total Quality into strategies for improved customer service, response times and profitability

•Realign organization structures and systems to reflect changing customer needs and quality improvement opportunities as they are discovered

•Recognize that people are the most important resource, and that employees have knowledge and experience to contribute. "None of us is as smart as all of us."

Total Quality may have been overly promoted, raising expectations for immediate results. Perhaps companies have underestimated the time and effort necessary for permanent and effective change. The fact is, global standards for products and services will continue to increase. It will be profitable for those who achieve them. The promise of Total Quality is to put management teams back in touch with their customers, processes and people. TQM can be "just another fad", or can be the key to survival and growth in the 1990's. Development of Strategy, evolution of Structure and pursuit of Synergy are essential. These "Three Missing Links" can make a difference.

Words and expressions

Strategy, Mission, Vision

Customers

Response time

Organization Chart

Profitability

Home assignment

Read the text and. Give your example of some company’s strategy, mission, objectives and plans.

13

Lesson 2-3. Organization and Management

1. Introduction: Why study organizations and management

For most of our lives, we are members of one organization or another - college, a sports team, a musical or theatrical group, a religious or civic organization, a branch of the armed forces, or a business. Some organizations, like the army and large corporations, are structured very formally. Others, like a neighborhood basketball team, are more casually structured. But all organizations, formal or informal, are put together and kept together by a group of people who see that there are benefits available from working together toward some common goal. So a very basic element of any organization is a goal or purpose. The goal will vary-to win a league championship, to entertain an audience, to sell a product - but without a goal no organization would have a reason to exist. All organizations also have some program or method for achieving goals - a plan. The plan might be to practice playing skills, to rehearse a certain number of times before each performance, or to manufacture and advertise a product. Whatever it is, without some plan for what it must do, no organization is likely to be very effective. Organizations must also acquire and allocate the resources necessary to achieve their goals. Perhaps a playing field or rehearsal hall must be available, or money must be budgeted for wages. All organizations depend on other organizations for the resources they need. A team cannot play without the required equipment, manufacturers must maintain contracts with suppliers.

2. What is management

Management is the practice of consciously and continually shaping organizations. All organizations have people who are responsible for helping them achieve their goals. These people are called managers. These managers - coaches, conductors, sales executives - may be more obvious in some organizations than in others, but without effective management, organizations are likely to fail. This subject is about how organizations are managed. More specifically, it is about how managers can best help their organizations set and achieve goals. Our emphasis will be on the so-called formal organizations - such as business, religious organizations, government agencies, and hospitals - that provide goods or services to their customers or clients and offer career opportunities to their members. But no matter how formal or informal, all managers in all organizations have the same basic responsibility: to help other members of the organization set and reach a series of goals and objectives.

As part of this process, managers can set the tone, influencing the attitude that employees have about their work. At Southwest Airlines, for example, CEO Herb Kelleher has developed a loyal and committed staff built on three values:

1)Work should be fun... it can be play... enjoy it;

2)Work is important... don’t spoil it with seriousness; and

3)People are important ... each one makes a difference.

Your conversations with friends, parents, classmates, and co-workers are probably filled with talk about organizations such as colleges, musical ensembles, athletic teams, and companies where you work. In a world where organizations are everywhere, there are three compelling reasons for studying them and the practice of management. In each case involving the past, present, and

14

future the effect of people collaborating as an organization, under the guidance of managers, can be far-reaching.

a)Living in the present. First, organizations contribute to the present standards of living of people worldwide. We rely on organizations daily for food, shelter, clothing, medical care, communications, amusement, and employment. The Red Cross, for example, is an organization that is particularly focused on the present as it offers assistance to specific groups of people in times of need.

b)Building the future. Second, organizations build toward a desirable future and help individuals do the same. New products and practices are developed as a result of the creative power that can emerge when people work together in organizations. Organizations have an impact - positive or negative on the future status of our natural environment, on the prevention and treatment of disease, and on war around the globe. In this text we will discuss a number or organizations that are addressing concerns about the future in their products and practices, such as Tom’s of Maine, which produces a line of all-natural personal-care products with environmentally sensitive packaging.

c)Remembering the past. Third, organizations help connect people to their pasts. Organizations can be thought of as patterns of human relationships. Every day that we work with others this adds to the history of the organization and to our own history. We often define ourselves in terms of the organizations we have been a part of - whether schools, teams, political groups, or businesses. In addition, organizations maintain records and value their own history of organizations that we know about the past.

3. Management as a specialty in time and human relationships

Management is a specialty in dealing with time and human relationships as they arise in organizations. We have just seen how organizations affect the past, present and future. Our idea about time in organizations has several elements:

1. Management is an attempt to create a desirable future, keeping the past and the present in

mind.

2.Management is a practiced in and is a reflection of a particular historical era.

3.Management is a practice that produces consequences and effects that emerge over time. The importance of human relationships also involves several ideas:

1.Managers act in relationships that are two-way streets; each party is influenced by the

other.

2.Managers act in relationship that have spill over effects for other people, for better and

for worse.

3.Managers juggle multiple simultaneous relationships.

We emphasis these twin themes of time and human relationships throughout the lessons because we believe they can greatly aid your learning about management. Manager thinks about time and human relationships all the time. And so do you. The college years, regardless of your age, are a period in your life when you envision a new or revised future for yourself. These are also years when you may develop new relationships (or modify existing relationships) with spouses, friends, teachers and employers. Since you are “living” these two themes everyday, we appeal to

15