Organization And Organizing

I. Organization and organizing.

What is an organization? Everyone knows: universities, airlines, chemical plants, supermarkets...... These are all organizations.

Organizations enter our lifes in different ways: we work for them, we consumer their products, we see buildings which house their offices, we read about them in the newspapers and absorb their advertisements. When we look at organizations, especially the larger, older, famouse ones, they seen solid, they seem permanent, they seem orderly. That is after all, why we call them organizations.

Organizing- keeping things in order.

Organizing- is a continuous set of activities. We all have different perceptions of, and tolerances for, disorder. In work setting things "getting organized" means different things to different people. Some people seem to operate effectively for years in offices with papers and files strewn all over the place, using their memory as a diary. When challenged about the apparent chaos they will usually report that it is fine for them, as long as no one else moves things around.

Organizing as a social process.

For much of the time organizing is a social as well as personal process, involving groups working together- part of the raw material of meaning- making. This is well illustrated when organizing something from scratch.

Discussing with colleagues seems to make things worse- more disorganized. Different people have different ideas, opinions and interests. Some sound downright. The stress level rises. It is impossible to move forward without making compromises.

But things are starting to shift. People are now listening more to each other. A little bit later a leader has emerged from the group to co-ordinate things. Communication and coordination are essential -often easier said than done.

Organizing and improvising.

Things rarely go entirely according to plan; even the best laid plans occasionally come to grief. On the day of the event you face near calamity: the food and fine for the reception are delivered late; there is a bus strike in the city.....

Successful organizations may depend on a sound plan but planning alone is no guarantee of success. Planning ahead provides a needed sense of security and direction, but a rigidly planned event can fail because it does not allow people sufficient opportunity to improvise when things are not working out. When crisis strikes, your group may fall apart. Being able to work as a team, thinking on your feet, maintaining your cool and goodwill of those involved under pressure, are all important in ensuring the success of your project.

There are individual differences here. Some people are quite happy improvising and managing crises. They can live with uncertainty and chaos. The others seek to control uncertainty. They are serious, methodical people- they like order, plan, routine and do not generally like "fooling around".

Success or failure?

Some of the causes of success and failure in organizing are common, no matter what the specific organizing at hand seeks to achieve. Poor communication, inadequate budgets, irreconcilable differences, personality clashes, unanticipated events, low motivation can frustrate any organization.

However, even if things run smoothly, it does not make an event a success. In fact, success and failure are themselves meanings which we attribute to events, meanings which we usually develop as we talk, joke, and gossip with others. Imagine if, a few days after the function which you organized and which everyone enjoyed, your group comes under criticism from the head of your department for "misspending the college's money on irrelevant activities, like that farce of a drunken party organized recently".

You may be surprised at such an attitude. Instead of thanks for organizing what seemed, eventually, a much- enjoyed event, you come in for criticism. This may be the one of the best lessons that the example teaches us: just we think that we are free to organize others, we may ourselves be part of someone else's organizing activities. Your event may have success in terms of your objectives and values, but a resounding failure in terms of theirs- and they have the power to make their judgment stick.

Under such circumstances, it may be helpful to present to the departmental head some arguments and evidences, showing that most of those participating in the function found the event not just enjoyable but also extremely useful.

In sum.

Organizing is to be seen as a social process where order and disorder are in constant tension with one another, and where unpredictability is shaped and "managed". The raw materials of organizing- people, their beliefes, actions and shared meanings- are in constant motion. And they look quiet different depending on how close you are.

II. Entering and leaving.

Joining a new organization is usually a memorable experience because of its mix of emotions- apprehension, excitement, tension, confusion. Each new encounter, each new person introduced, adds to the impression of what the place Is like. It is the first of many steps through which we become part of something called "the organization".

Our initial experiences set some of the psychological and physical boundaries to the space what we call wok. We cautiously experiment with what we say or do. We are learning the ropes; finding where we fit in. in social science terminology, we are seeking clues to the culture, norms and values of the community we are entering.

Leaving the organization is a different matter altogether. It may occur smoothly and comfortably at the statutory end of a working lifetime, celebrated by the presentation of the proverbial gold watch- for "long, loyal service".

Getting in- first impression.

Each year many companies undertake a tour of higher educational institutionals. They set up their stalls and hand student glossy brochures containing colourful descriptions and photographs of corporate life. The exercise is designed to extol the benefits, and delights of joining the organization.

In this way the organization parades