Managing Organization Process

This process involves determining what work is needed to accomplish the goal, assigning those tasks to individuals, and arranging those individuals in a decision-making. The end result of the organizing process is an organization — a whole consisting of unified parts acting in harmony to execute tasks to achieve goals, both effectively and efficiently.

 When organizing is will implemented, the result will  be great, which all the members of the organization can work well to their assigned task. But if is not implemented well it will develop confusions, overlapping of task, and loss of efficiency.

Organizational Process

Step 1: Job Design

First step is to create objectives that will be able to help to achieve the goals. Plan for achieving the goal, and plan also for ay incoming obstruction that may able to interfere during in middle of the project.

Step 2: Departmentalization

Managers should identify and subdivide or departmentalize in achieving the goal, so that it may able to lessen the work and the members can focus on a certain area.

Step 3: Delegation

Leaders or Managers in a certain project should divide the work to their members. In assigning job to their members, leaders should study the skills and ability on designating works to his members, to avoid failure in achieving the goal.

Step 4: Span of Management

After manager departmentalize, manager should give authority to individuals belong in a certain department, so that it can carry out their task properly.

Step 5: Chain of Command

Managers should create or imposed an hierarchical decision making relationship of the organization so that to avoid overlapping of decisions.

               

Organizational Transformation

Before Surigao del Sur State University – Tagbina Campus become a university plenty of transformation have passed on this institution.

The first name of this institution is TBNAHS ( Tagbina Barobo National Agricultural High School) in the late 1970’s the school was founded. With the efforts of the late mayor of Municpality of Tagbina and with the help of Dr. Ronquillo.

In 1993, the school was transformed into SSPC (Surigao Sur Polytechnic College), because of the aim to have a public college in second district of Surigao del Sur, that year also offers the Bachelor in Agricultural Technology, Diploma in Agricultural Technology and Bachelor of Science in Agricultural Education. Most courses offered was in related to agriculture. Teachers in that time were push to pursue master’s degree, although there was no memorandum on the vertical articulation.

In 1998,  the school again transformed into SSPSC (Surigao del Sur Polytechnic State College) which empowering the Agri-Business Technology, which offers Business Administration, BS in Computer Science, Bachelor in Elementary Education, Bachelor in Secondary Education. During the conversion of this institution ample of problems exist in terms of budget, because what they said the budget is centralized unlike before when it was still a High School budget was solely to this institution. Because the budget is centralized to the main campus, this institution cannot easily implement projects easily,because it depends on the budget that the main campus will approved.

Republic Act 9998 and act converting the Surigao del Sur Polytechnic State College into Surigao del Sur State University. Although this institution become a university, but still it has limited facilities and buildings to cater students needs. And on the mentor side, they were pressured to finish their masters’ degree, because its one of the requirement of the university.

CORE COMPETENCIES

It was a fine Saturday, probably our last meeting on Organizational Behavior subject. On that that day all the topics are all discussed and we end up at 1:00 pm in the afternoon.

On the discussion of the topic Core Competencies of Organization it was not properly discussed by the assigned group that was from my own observation. They were just talking too far the assigned topic.

So much for that, the help of Thomas J. McIntire, Core competencies are what make your organization unique.  They are the skills your organization possesses that set it apart from its peers.  They are the sources of competitive advantage.  They are the building blocks to future opportunities. 

Development of core competencies takes time and continuous development.  A competence is a bundle of skills rather than a discrete skill.  It is this integration of skills that that define a core competence.  Because a core competency is the sum of learning across individual skill sets and organizational units it is unlikely to reside in a single individual or small team.  Understanding and developing core competencies is necessary to enable the organization to exploit the opportunities they provide. 

Core competencies require continuous improvement and development.  Demands on organizations continue to escalate and today’s core competencies may be tomorrow’s table stakes.  Because they are long term and resource intensive not all organizations possess core competencies.  Very small organizations and organizations that provide standard services that are in high demand will usually not possess or need core competencies.  Organizations that do not operate in a highly competitive environment such as government funded organizations or monopolies do not need to develop and exploit core competencies.

Determine the organizational competencies that are core

The competency is not core if it cannot be associated with a customer benefit or a significant contribution to the financial health of the organization.· Identify the benefit from each competency.·         Separate the competency from the product or service·         Combine the benefits and competency into a single statement

Developing core competencies

Developing core competencies requires time and resources.  They do not happen accidentally.  They must be planned and cultivated.  This requires a strong management commitment to their planning and development.  Core competency development must address the following issues. ·         Determining the core competencies desired.  Most organizations do not have the resources to develop core competencies in a multitude of areas.  They must select the competencies needed to pursue the organization’s competitive strategy and growth goals.·      Acquire people with the needed skills.  The least expensive way to do this is to develop and train existing personnel.  The alternative is to recruit people that have the needed skills.  This could be a more expensive option but may be needed when the core competency must be developed quickly.·         The integration of these skills is usually a function of management to create the environment needed.  The organization’s management must recognize this need and plan how it will be accomplished.          The core competency must be institutionalized through the organization’s processes and procedures to become the natural way the organization acts.

Core competencies become one of the hallmarks of the organization.  They are the driving forces of its competitive strategy and competitive advantage.

Here in SDSSU – TC, due to a critical observation, the core competency of this organization is on Agri- Business technology. As a flagship course in this institution, most of the graduates has the great opportunities working on the company with Agri-business department.  And also mentors are mastered in the field of Agri – Business.

Five forces that Shape Industry

It was according to Michael Porter “ Awareness of Five Forces can help the company understand the structure of its industry and stake out a position that is more profitable and less vulnerable to attack”

It was a Saturday class, and probably our last meeting in Organizational Behavior subject, which our group was assigned to discuss about the Forces that “The Five Competitive Forces That Shape Strategy” these forces are:

Threat of New Entrants:

New entrants to an industry bring new capacity and a desire to gain market share that puts pressure on prices, costs, and the rate of investment necessary to compete. Particularly when new entrants are diversifying from other markets, they can leverage existing capabilities and cash flows to shake up competition. New entrants in the industry of Education particularly here in our town is a big pressure on our institution, because it could decrease our enrollment. There once I heard that on our nearby Municipality particularly at Hinatuan, Surigao del Sur, there was a school who is trying to open an agriculture course, but it seems I think there would be a delayed, because it has a requirement upon on opening an agriculture course the institution should have at least 50 hectares of lot owned. And that requirement probably the barrier for their entry.

Power of Suppliers:

Powerful suppliers capture more of the value for themselves by charging higher prices, limiting quality or services, or shifting costs to industry participants. Powerful suppliers, including suppliers of labor, can squeeze profitability out of an industry that is unable to pass on cost increases in its own prices. Although here in second district in Surigao del Sur we are just only institution  offers agriculture course, but we are not capable of increasing the tuition fee, because we are a government school.

Power of Buyers:

 The flipside of powerful suppliers. Although in an institution the buyer considered are the “customer” are students the only power of the students only is to select course and avail privileges  offered by the institution.

Threat of Substitutes

A substitute performs the same or a similar function as an industries product by different means. Substitutes only exist if only our customers “ students” transfers to other institutions.

Rivalry Among Existing Competitors

The degree to which rivalry drives down an industry’s profit potential depends, first, on the intensity with which  companies compete and, second, on the basis on which they compete.

Our institution is located at 2^nd district  of Surigao del Sur, which is nearby to different Universities and Colleges in Butuan City and Davao City. Which means plenty of rivals.

As one major rival of our institution is the Caraga State University, which is located at Butuan City, because we have the same flagship course which is the agriculture.