HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

in relation to external agencies and the wider social environment. Examples of the community
level within organisations are:
•the board of directors of joint stock companies;
•governing bodies of educational establishments which include external representatives; and
•trustees of non-profit organisations.
Such bodies provide a mediating link between the managerial organisation and coordination of
work of the technical organisation, and the wider community interests. Control at the institutional
level of the organisation may be exercised, for example, by legislation, codes of standards or good
practice, trade or professional associations, political or governmental actions, and public interest.
In practice, all these levels are interrelated, and there is not a clear division between determination
of policy and decision-making, coordination of activities and the actual execution of work. Most
decisions are taken with reference to the execution of wider decisions, and most execution of work
involves decision. Decisions taken at the institutional level determine objectives for the
managerial level, and decisions at the managerial level set objectives for the technical level.
therefore if the oragnisation as a whole is to perform effectively, there must be clear objectives; a
soundly designed structure; and good communication, both upwards and downwards, among the
different levels of the organization (Mullins, 2000).
The managerial level, for example, would be unable to plan and supervise the execution of work
of the technical function without the knowledge, expertise, practical know-how and enthusiasm of
people who are closest to the actual tasks to be undertaken. People operating at the technical level
should, therefore, make known to higher levels the practical difficulties and operational problems
concerning their work. It is the duty of the managerial level to take appropriate action on this
information, and to consult with people at the community or institutional level (Mullins, 2000).
3.3 DIMENSIONS OF PEOPLE – ORGANISATION RELATIONSHIP
3.3.1 Clarification of Objectives
A clarity of objectives is necessary in order to provide a basis for the division of work and
grouping of duties into sub-units. The objectives for these sub-units must be related to the
objectives of the organisation as a whole in order that an appropriate pattern of structure can be
established.
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