The Cost and Management Journal of the Institute of Accountant Cost and Management of Bangladesh July-august 1992


Organizational Bottlenecks: Some Thoughts on Prospective Changes: An Empirical Study.

Muhammad Mohiuddin

Introduction design 3. These are basic structure of these roles gives formal management activities that organization a reality. People organization is a system of determine the most effective and engage in a formal relationship to consciously co-ordinate efficient use of organization’s attain formally set objectives activities or forces of two resources. Great human regardless of how organization is or more persons’. When people achievements in our civilization designed. But an organization gather together and formally agree exhibit organizing as the structure should be designed to combine their efforts for a cornerstone of managing these clarify the environment so that common purpose, an organization huge activities. everyone knows who is to do what is the result. These collaborative and who is responsible for what efforts are intended to provide Organizing consists of: 1) dividing results, to remove obstacles to goods and services to customers work into segments, each of which performance caused by confusion through the co-ordination of can be handled by one person; 2) and uncertainty of assignment, individual, specialized ensuring that there is no and to furnish a decision –making performances. Thus, the duplication of work; and 3) communication network reflecting pertaining characteristics of all ensuring that all efforts are aimed and supporting enterprise organizations are: 1) co-ordinated at a common goal 4 . Similar but a objectivist Peter Drucker entitled efforts; 2) common goal or purpose; unique thought description of seven important criteria to judge 3) division of labor; and 4) organizing has been given by the effectiveness of an organization hierarchy of authority2. The Galbraith and Nathanson while design. These are 1) Clarity: the prelude function is to arrange and they spoke of organization design. design clarifies each position as allocate works amongst members They opined that the organization well as the positions of those of the organization so that the design is the segmentation of work around a specific position; 2) desired objectives can be achieved into roles such as production, Economy: the design minimizes efficiently. Moreover, managers finance, and marketing and efforts to reduce friction and influence people to work with the recombining roles into maintain control; 3) Direction of given instructions and directives departments or divisions around vision : the design directs vision through leadership and personal functions, products, regions, or toward the end product and contacts and through developing markets, and distribution of power performance rather than the and implementing strategies. They across this role structure 5 . For an means to achieve the performance; also influence people by organizational role to exist and to Understanding: the design specializing jobs, setting 4) up be meaningful to people. it must enables one to understand how mechanisms to coordinate their incorporate 1) verifiable objectives, one’s own works fit into the total jobs and rewarding people for doing which are the task of planning; 2) picture; 5) An avid to decision jobs well. These activities are a clear concept of major duties or making: the design forces collectively called organization activities involved; and an decisions to their lowest pcissible understood area of discretion or level thereby allowing managers The author is an Assistant authority, so that the person filling to make decisions for which they Professor, Department of it knows what decisions he can are most qualified; 6) Stability & Management, University of Dhaka.make to accomplish results. The acceptability.: the design is stable The Cost and Management, July -August 1992 17

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