Evaluation of Organization and Management Concepts, Explore your thoughts?

Organizational evaluation "measures, compares and analyses the coherence between results and specific objectives and between specific objectives and general objectives of institutional projects, programmes or plans" (Hernan, 1987). It can be helpful in identifying:

· whether or not the objectives and goals originally established are being achieved, as well as their expected effects and impact;

· whether the organization is adapting to new environments, changing technology and changes in other external variables so as to efficiently utilize the available resources;

· areas which need to be improved, modified or strengthened; and

· different modes to better fulfil the needs of the clients of the institute.

In addition, organizational assessment:

· generates evaluation information, which then becomes a valuable experience-based input in future planning, establishing of priorities and resource allocation;

· furnishes financial data to justify the need for additional resources; and

· helps keep the key activities on the right track and offers information that allows the setting of minimum standards to promote compliance with the organizational research process objectives

Management concept are as below:

1.      Functional concept

Management basically is the task of planning, coordinating, motivating and controlling the efforts of other towards the goals and objectives of the organization. According to this concept, management is what a manager does (planning, executing, and controlling)

2.      Human relation concept

According to this concept, Management is the art o getting things done through and with people in organized groups. It is the art of creating an environment in which people can perform and individuals could cooperate towards attaining of group goals. It is an art of removing blanks to such performance a way of optimizing efficiency in reaching goals.

3.      Leadership and decision making concept

According to this concept, management is the art and science of preparing, organizing, directing human efforts applied to control the forces and utilize the materials of nature for the benefits to man.

4.      Productive concept

According to this concept, management may be defined as the art of securing maximum prosperity with a minimum effort so as to secure maximum prosperity and happiness for both employer n employee and provide best services thereby.

5.       Integration concept

According to this concept, management is the coordination of human and material resources towards the achievement of organizational objectives as well as the organization of the productive functions essential for achieving stated or accepted economic goal.

This in my opinion is the first task that has to be carried out by a project or operations manager when he joins an organisation. He has to understand and adopt to the existing organisational environment, culture and internal process assets comprising of existing policies, procedures, systems and management practices.  

We're used to thinking of ongoing performance management for employees, for example, setting goals, monitoring an employee's achievement of those goals, sharing feedback with the employee, evaluating the employee's performance, rewarding the employee's performance or firing the employee. However, performance management applies to teams and organizations, as well. Organizational performance involves the recurring activities to establish organizational goals, monitor progress toward the goals, and make adjustments to achieve those goals more effectively and efficiently. Those recurring activities are much of what leaders and managers inherently do in their organizations -- some of them do it far better than others. (It's useful to think of organizational change in the context of organizational performance, rather than change for the sake of change)

Rigorous analysis of completed or ongoing activities that determine or support management accountability, effectiveness, and efficiency. Evaluation of completed activities is called ex-post evaluation, post-hoc evaluation, or summative evaluation. Evaluation of current or on going activities

A central part of the study of organisation and management is the development of management thinking and what might be termed management theory. The application of theory brings about change in actual behaviour.

So that Managers reading the work of leading writers on the subject might see in their ideas and conclusions a message about how they should behave. This will influence their attitudes towards management practice.

It is helpful, therefore, to trace major developments in management and organisational behaviour and what has led to the concentration of attention on such topics as motivation, groups, leadership, structure, and organisation development.

 However, the systematic development of management thinking is viewed, generally, as dating from the end of the nineteenth century with the emergence of large industrial organisations and the ensuing problems associated with their structure and management.

In order to help identify main trends in the development of organisational behaviour and management theory, it is usual to categorise the work of writers into various ‘approaches’, based on their views of organisations, their structure and management. Although a rather simplistic process, it does provide a framework in which to help direct study and focus attention on the progression of ideas concerned with improving organisational performance.

There are, however, many ways of categorising these various approaches. For example, Skipton attempts a classification of main schools of management theory.

Whatever form of categorisation is adopted, it is possible to identify a number of other approaches, or at least sub-divisions of approaches, and cross-grouping among the various approaches. The choice of a particular categorisation is therefore largely at the discretion of the observer.

The following analysis will revolve around a framework based on four main approaches:

 ■ classical – including scientific management and bureaucracy;

 ■ human relations – including neo-human relations; 

■ systems;

 ■ contingency.

Attention is also drawn to other ‘approaches’ or ideas, including:

 ■ decision-making; 

■ social action;

 ■ postmodernism.

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