What is Organization?A socialunitof people that isstructuredand managed to meet aneedor to pursue collectivegoals. All organizations have amanagementstructurethat determinesrelationshipsbetween the differentactivitiesand themembers, and subdivides andassignsroles,responsibilities, andauthorityto carry out differenttasks. Organizations areopensystems--they affect and are affected by theirenvironment.

Mission and Vision of an organizationA mission and vision are standard and critical elements of a company's organizational strategy. Most established companies develop organizational mission statements and vision statements, which serve as foundational guides in the establishment of company objectives. The company then develops strategic and tactical plans for objectives.

Mission Statement PurposeA company's mission statement is essentially its statement of purpose. It serves as a guide for all of the company's decision-making. Shareholders, leaders and employees are generally the target of the mission. It should help workers within the organization know what decisions and tasks best align with the mission of the company. A mission statement offers insight into what company leaders view as the primary purpose for being in business. Some companies have profit-motivated missions, while others make customers a focal point. Other firms use a mission to point out more altruistic intentions that ultimately lead to profits.Vision Statement Purpose

Vision statements are sometimes confused or used synonymously with mission statements. However, vision statements should offer more of a direction and include a perspective of corporate values. A vision might provide a direction for the company for the next five to 10 years, while also noting a commitment to integrity, transparency, openness and other such values. "Mind tools," indicates that a vision statement takes your mission and adds an element of human values. It should inspire employees and given them a sense of purpose.

WHAT IS VMOSA?

One way to make that journey is through strategic planning, the process by which a group defines its own "VMOSA;" that is, itsVision,Mission,Objectives,Strategies, andAction Plans. VMOSA is a practical planning process that can be used by any community organization or initiative

Developingmission statementsare the next step in the action planning process. An organization's mission statement describeswhatthe group is going to do, andwhyit's going to do that. Mission statements are similar to vision statements, but they're more concrete, and they are definitely more "action-oriented" than vision statements. The mission might refer to a problem, such as an inadequate housing, or a goal, such as providing access to health care for everyone. And, while they don't go into a lot of detail, they start to hint - very broadly - athowyour organization might go about fixing the problems it has noted. Some general guiding principles about mission statements are that they are: Concise. Although not as short a phrase as a vision statement, a mission statement should still get its point across in one sentence. Outcome-oriented. Mission statements explain the overarching outcomes your organization is working to achieve. Inclusive. While mission statements do make statements about your group's overarching goals, it's very important that they do so very broadly. Good mission statements are not limiting in the strategies or sectors of the community that may become involved in the project.The following mission statements are examples that meet the above criteria. "To promote child health and development through a comprehensive family and community initiative." "To create a thriving African American community through development of jobs, education, housing, and cultural pride. "To develop a safe and healthy neighborhood through collaborative planning, community action, and policy advocacy."

OBJECTIVES (HOW MUCH OF WHAT WILL BE ACCOMPLISHED BY WHEN)

Once an organization has developed its mission statement, its next step is to develop the specific objectives that are focused on achieving that mission. Objectives refer to specific measurable results for the initiative's broad goals. An organization's objectives generally lay out how much of what will be accomplished by when. For example, one of several objectives for a community initiative to promote care and caring for older adults might be: "By 2015 (by when), to increase by 20% (how much) those elders reporting that they are in daily contact with someone who cares about them (of what)."There are three basic types of objectives. They are: Behavioral objectives. These objectives look at changing the behaviors of people (what they are doing and saying) and the products (or results) of their behaviors. For example, a neighborhood improvement group might develop an objective around having an increased amount of home repair taking place (the behavior) or of improved housing (the result). Community-level outcome objectives. These are related to behavioral outcome objectives, but are more focused more on a community level instead of an individual level. For example, the same group might suggest increasing the percentage of decent affordable housing in the community as a community-level outcome objective. Process objectives. These are the objectives that refer to the implementation of activities necessary to achieve other objectives. For example, the group might adopt a comprehensive plan for improving neighborhood housing.It's important to understand that these different types of objectives aren't mutually exclusive. Most groups will develop objectives in all three categories.

Examples of objectives include: By December 2010, to increase by 30% parent engagement (i.e., talking, playing, reading) with children under 2 years of age. (Behavioral objective) By 2012, to have made a 40% increase in youth graduating from high school. (Community -level outcome objective) By the year 2006, increase by 30% the percentage of families that own their home. (Community-level outcome objective) By December of this year, implement the volunteer training program for all volunteers. (Process objective)STRATEGIES (THE HOW)The next step in the process of VMOSA is developing your strategies. Strategies explain how the initiative will reach its objectives. Generally, organizations will have a wide variety of strategies that include people from all of the different parts, or sectors, of the community. These strategies range from the very broad, which encompass people and resources from many different parts of the community, to the very specific, which aim at carefully defined areas.Examples of broad strategies include: A child health program might use social marketing to promote adult involvement with children An adolescent pregnancy initiative might decide to increase access to contraceptives in the community An urban revitalization project might enhance the artistic life of the community by encouraging artists to perform in the areaFive types of specific strategies can help guide most interventions. They are: Providing information and enhancing skills (e.g., offer skills training in conflict management) Enhancing services and support (e.g., start a mentoring programs for high-risk youth) Modify access, barriers, and opportunities (such as offering scholarships to students who would be otherwise unable to attend college) Change the consequences of efforts (e.g., provide incentives for community members to volunteer) Modify policies (e.g., change business policies to allow parents and guardians and volunteers to spend more time with young children)

The Iron Triangle: Enterprise Focus: Information Security: Reliability Business Continuity:Intertwined with the principle of Reliability, the principle provides guidance on the importance of large scale disaster recovery. As above, there needs to be some soul-searching because DR plans do not come cheap. RecoveryScalability:All organizations generally plan to grow and information technology should be able to scale to meet increased usage in a timely manner without major disruptions. This principle should comment on strategies such as load-balancing, adding connectivity ports, multi-tier application architectures, horizontal and vertical scaling, management economies of scale, etc. Flexibility: Concerns how the element can support a change or an overhaul in the type of function and services it performs. Interoperability:Computing software, hardware and processes should promote the compatibility and usability between systems, applications and data. Manageability: manager is usually expected to just make it happen. Predictability:Closely related to manageability, this is a commentary on all the above items in terms of how accurately we can predict outcomes and how soon. Isolation, Segmentation and Tiering Centralization and consolidation of Enterprise Services Vendor/Framework Standards:This principle adds a control technical diversity. Standards allow for efficiencies in management, support, and procurement. Other Technical Standards:Architecture principles should address all technical standards that are important to IT and that will likely enforce other principles.

Qualities of a ManagerCreativityCreativity is what separates competence from excellence. Creativity is the spark that propels projects forward and that captures peoples' attention. Creativity is the ingredient that pulls the different pieces together into a cohesive whole, adding zest and appeal in the process.2. StructureThe context and structure we work within always have a set of parameters, limitations and guidelines. A stellar manager knows how to work within the structure and not let the structure impinge upon the process or the project. Know the structure intimately, so as to guide others to effectively work within the given parameters. Do this to expand beyond the boundaries.3. IntuitionIntuition is the capacity of knowing without the use of rational processes; it's the cornerstone of emotional intelligence. People with keen insight are often able to sense what others are feeling and thinking; consequently, they're able to respond perfectly to another through their deeper understanding. The stronger one's intuition, the stronger manager one will be.4. KnowledgeA thorough knowledge base is essential. The knowledge base must be so ingrained and integrated into their being that they become transparent, focusing on the employee and what s/he needs to learn, versus focusing on the knowledge base. The excellent manager lives from a knowledge base, without having to draw attention to it.5. CommitmentA manager is committed to the success of the project and of all team members. S/he holds the vision for the collective team and moves the team closer to the end result. It's the manager's commitment that pulls the team forward during trying times.6. Being HumanEmployees value leaders who are human and who don't hide behind their authority. The best leaders are those who aren't afraid to be themselves. Managers who respect and connect with others on a human level inspire great loyalty.7. VersatilityFlexibility and versatility are valuable qualities in a manager. Beneath the flexibility and versatility is an ability to be both non-reactive and not attached to how things have to be. Versatility implies an openness - this openness allows the leader to quickly change on a dime when necessary. Flexibility and versatility are the pathways to speedy responsiveness.8. LightnessA stellar manager doesn't just produce outstanding results; s/he has fun in the process! Lightness doesn't impede results but rather, helps to move the team forward. Lightness complements the seriousness of the task at hand as well as the resolve of the team, therefore contributing to strong team results and retention.9. Discipline/FocusDiscipline is the ability to choose and live from what one pays attention to. Discipline as self-mastery can be exhilarating! Role model the ability to live from your intention consistently and you'll role model an important leadership quality.10. Big Picture, Small ActionsExcellent managers see the big picture concurrent with managing the details. Small actions lead to the big picture; the excellent manager is skilful at doing both: think big while also paying attention to the details.Tasks of a Manager

Sets objectives.The manager sets goals for the group, and decides what work needs to be done to meet those goals.2) Organizes.The manager divides the work into manageable activities, and selects people to accomplish the tasks that need to be done.3) Motivates and communicates.The manager creates a team out of his people, through decisions on pay, placement, promotion, and through his communications with the team. Drucker also referred to this as the integrating function of the manager.4) Measures.The manager establishes appropriate targets and yardsticks, and analyzes, appraises and interprets performance.5) Develops people.With the rise of the knowledge worker, this task has taken on added importance. In a knowledge economy, people are the companys most important asset, and it is up to the manager to develop that asset.

Responsibilities of a Manager

Get the Job DoneOne of the most important functions of a manager is to ensure that the people in your department do the job that needs to be done on time and with the highest degree of quality possible. Remember that you are the one who'll need to answer to the board of directors or the owners of the company if your department falls short, so first and foremost make sure the job gets done well, on time and within budget. Communicate with your boss on a regular basis, whether it's through written reports, personal meetings or both, to keep him updated on the progress of your team.Be a LeaderAs a manager, you set the tone for your department. If you're upbeat and positive, your employees will be as well. It is your responsibility to lead by example -- not only in regard to your own attitude but also your personal work ethic and how you interact with other people. Treat others with respect, whether they are other managers, subordinates, superiors, customers, suppliers or other stakeholders. Always arrive at work at least 10 minutes before you need to be there. Don't take long lunch hours unless they are necessary to the job, such as having lunch with clients or colleagues. Stay until closing time each day. Make sure that you're the one in charge at each employee meeting, but at the same time act as a facilitator and encourage the participation of your workers. Be as conscientious and thoughtful about your own work as you expect your employees to be about theirs.Evaluate Performance and ProcessesTo be an effective manager, you need to know that your employees are being as productive as possible and that the processes in place to facilitate completion of their tasks are working optimally. For this reason, it's important to not only evaluate your workers' performance, but also the processes they're using during the course of each workday. If an employee is falling short, find effective ways to motivate that individual to do a better job. If a process could be improved, gather input from your employees and develop a way to improve it. Make sure that you're completely fair with your employee evaluations and that each worker is given his evaluation on time.