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ORGANIZATIONSara Baez YupanquiShomara Lpez PezoMarizol Vargas Pillco

The technical definition of an organizationThe technical definition for an organization defines an organization as a structure social stable, formal that takes resources from the environment and processes them to produce outputs.

The technical definition of an organization focuses on three elements

CAPITAL AND LABORPRODUCTIONPRODUCTS FOR CONSUMPTION

The technical definition also implies that organizations are more stable than an informal group, are formal legal entities, and are social structures.

BEHAVIORAL DEFINITION OF THE ORGANIZATION

The set of rights, privileges, duties and responsibilities that eventually reach a delicate balance through conflict and its solution.

They adhere to existing relationships and reach agreements with their subordinates and superiors on how to how work is done, how much and under what conditions. According to this behavioral perspective of the company, people who work in organizations develop standard ways of working.

OrganizationsCompanyrelationships

Top 10 features of an organization

TeamworkTo achieve common goalsTo achieve corporate objectives.Share objectives effectivelyAn organization shares their business goals with employees at all levels

HIGH EMPLOYEE MORALEThey value their positions in organizations and wish to work there for long. Productivity is high and the events of the organizations enjoy and are successful.OFFER TRAINING OPPORTUNITIESThe companies provide job training and opportunities for employees to improve thier job skills

LeadershipGood leadership is one of the main characteristics of an organization because help to work in team. Manage underperformanceCompanies confront poor performance rather than ignoring it. Organizations take corrective actions to improve it. The companies even bring specialists to detect problems and offer solutions.

Opportunities and adapt to changesOrganizations know how to recognize and take advantage of good opportunities and are always looking for growth opportunities. They also know how to adapt to technological and operational changes.

Understanding risksOrganizations understand the risks they face and take steps to protect themselves. When an event occurs due to organizational risks, an organization learns from it.

Clearly defined structureThe companies have a sense of order and structure of the organization. Employees do not care to submit to that order because they understand and see the benefits of its implementation.Company policies recognizedOrganizations create and implement company policies are always available to their employees. When employees or managers break these policies, you deal with the problem immediately and professionally.Hierarchical Organization

Structure

Hierarchical organization structure is a

pyramid system to organize, arrange the

relationship between the entities with a

top-down way approach.

CLASSIFICATIONPurpose:

With aim of profitEndless of profitWith administrative, representative aims, of resolution or services (governmental organisms)Structure: Formal: they are legal companies and officials. Informal: it leaves the formal thing.

Size:

Big, of 200 to 1000 workersMedium, of 50 to 199 workersSmall, of 10 to 49 workersMicro enterprise, of 9 or less workers

Location:PremisesNationalsMultinationalGlobalInternationalProduction:ServicesGoods

Property: Public PrivateMixedDegree of integration: Partially integratedTotally integratedAttitude in front of the changes:Flexible RigidDecision making: Decentralized CentralizedRESOURCES FOR ORGANIZATIONSMoney to acquire resources.

They are necessary to develop its activities to carry out its purpose, they differ according to their activities.Resources:

Materials inputs that are transformed into a process or premiums and becomes products known as goods or services.

Real estate, facilities and shot needed to carry out the production process and activities.

Machinery and tools used in the production process.Human resources: the active element (owners, shareholders, partners, workers).Natural resources: land, water, air, gas, and energy in all its forms (electrical, solar, water, fuel).Technological resources: means to achieve an objective.They are the modes of work, make, or produce (methods, techniques and procedures used in the Organization).Cognitive resources: ideas, knowledge and information originated in the human intellect and the scientific and technological progress.Intangible resources: trademarks, names and prestige to access and position in the market.

ORGANIZATIONAL FORMS

Applying management best suited to the reality and needs of each organization is basic function of any Manager.

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Elements of indirect action (macro).

They affect the climate in which the organizational activity.Do not have a direct influence but yes potential to become elements of direct action.External environment.They are institutions or forces outside the Organization, relevant to its operations, affecting his performance.

ORGANIZATIONAL ENVIRONMENTS THERE ARE TWO TYPES:

Groups or elements of domestic interest, which have direct influence on the Organization's activities and fall within the scope, creating liability of a director or their managers.

Elements of direct action They exert direct influence on the activities of the organization.They are affected, directly or indirectly, by the way in which the organization seeks to achieve its objectives.INTERNAL ENVIRONMENT