INSTITUTIONAL FACILITIES & INDUSTRIAL FACILITIES

INDUSTRIAL FACILITIES: a property as a structure with attachments and installations constructed to serve a
particular (industrial processing) function (source of quote).

INSTITUTIONAL FACILITY: a facility for which its primary purpose is to provide a physical environment for patients
to obtain health care services and in which patients spend a majority of their time, as may be further defined by
board rules.
 Industrial facilities
 Institutional facilities
 Airlines
 Military
 Elementary and Secondary School
 Colleges and universities
 Health care facilities
 Business and industry (B&I)
 Leisure and recreation organizations
 Conference centers
 Airports
 Travel plazas

Behavioral Design of Foodservice Facilities

 Placement and Layout
 Product Innovations and Defaults
 Pricing and Promotion
 Tableware
 Information
 Organizational Policy

Food Processing/Industrial Facilities

A food processing establishment means a commercial operation that manufactures, packages, labels, or
stores food for human consumption, but does not provide food directly to a consumer, including any
establishment that cans food, or packages food in packaging with a modified atmosphere, or processes vitamins,
food supplements, food additives, spices, tea, coffee, salsa, jelly or jam, condiments, or candy.

Regulations Governing the Sanitation of Food Establishments

 Chapter 3, section 502 regarding Specialized Process methods, which included smoking, curing, brining,
reduced oxygen packaging such as canning, jarring, vacuum-sealing, cook-chill/sous-vide, and any other
packaging if the food will be placed in a non-oxygen permeable package.
 Chapter 4, section 4-101.13
 Chapter 5 in regard to water, plumbing, and waste
 Chapter 6 in regard to physical facilities
 Chapter 9 in regard to warehousing

HACCP Stands for Hazard Analysis and Critical Control Point. HACCP is an internationally recognized system for
reducing the risk of safety hazards in food. A HACCP System requires that potential hazards are identified and
controlled at specific points in the process.
Construction Requirements
1. Equipment: All food service equipment shall be third-party certified to the appropriate sanitary design,
materials and construction standard of the National Sanitation Foundation International.
2. Refrigerators (General): All refrigerators intended for the storage of packaged or unpackaged food must
meet the applicable requirements of NSFI/ANSI Standard #7
3. Walk-In Refrigerators and Freezers Any outside walk-ins must have prior administrative approval and are
limited to pre-packaged food items only.
Walk-in units without pre-fabricated floors must have a quarry tile, sealed concrete, stainless steel or
aluminum floor installed. Metal floors must have sealed seams and a contiguous sealed base cove. Quarry
tile floors must be sealed with epoxy grout, with floor-set (not top-set) base cove. Sealed concrete floors
may have a metal or other approved base cove treatment. Galvanized metal cam-lock panels are not
approved for use as a flooring material.
4. Custom Built Refrigeration Units must be designed and built by an equipment fabricator who is certified
by an ANSI-certified third-party testing agency for custom fabrication under the appropriate standards.
5. Other Specialty Cooled/Chilled Rooms or Cabinets: Rooms designed to operate at a reduced ambient
temperature, for the purpose of processing vegetables, salads, meats, or other foods.
6. Rooms designed to operate at a reduced ambient temperature, for the purpose of aging / storing pre-
packaged, non-potentially hazardous foods such as bottled beverages (wine rooms), which have doors
that do not produce an air-tight seal (or otherwise allow for ventilation), whether or not the room contains
refrigeration equipment, shall not be deemed a “refrigerator” for the purposes of design and
construction.
7. Rooms designed to operate at a reduced ambient temperature, for the purpose of aging / storing pre-
packaged, non-potentially hazardous foods such as bottled beverages (wine rooms), which have doors
that do not produce an air-tight seal (or otherwise allow for ventilation), whether or not the room contains
refrigeration equipment, shall not be deemed a “refrigerator” for the purposes of design and
construction.
8. Specialty cabinetry designed and used for the purpose of storing such items as wine at a reduced
temperature, provided there are no refrigeration components inside the cabinetry and the unit is cooled
by air (not below 55ºF) that is introduced by means of duct work from a remote air conditioning system,
shall meet the materials, design and construction requirements for “splash zone” as provided in N.S.F.I.
Standard #2, where applicable.

Equipment Installation
1. All equipment, other than easily movable equipment.
2. Equipment placed on tables or counters, unless readily movable.
3. Water stations, ice bins, drink dispensers, sinks and similar equipment.
4. Ice Bins: Combination ice bin-glass filler units, water stations, soda dispensers, etc.
5. Shelving in food preparation, utensil washing areas and walk-in boxes.
6. Storage: Sufficient refrigerated and dry storage.
7. Hand Wash Facilities must be conveniently located within all food preparation areas, including bars.
8. Three-Compartment Sinks & Drain Boards.
9. Sushi Bars & Oyster Bars: Sushi Bars, Oyster Bars.
10. Bar Sinks: A bar must have a three-compartment sink sized for its needs.
11. Service Sinks.
12. Scupper Drains: Provide a scupper drain in the bar top over each jockey pour station, plumbed with rigid
piping to a floor sink with a proper air gap provided.
13. Drink Gun Installation: To be installed so that gun hoses do not come into contact with the drink ice and
the gun cup holder cannot be located over the ice bin.
 14. Ceilings: Ceilings may be less than 8 feet high in food establishments, provided lighting and ventilation are
adequate, and food handlers are able to walk in a fully upright position.
15. Ceilings: Ceilings may be less than 8 feet high in food establishments, provided lighting and ventilation are
adequate, and food handlers are able to walk in a fully upright position.
16. Floors and Walls in food preparation and storage areas, toilet and dressing rooms shall be of smooth,
durable, non-absorbent material and finished so as to be easily cleanable.
17. Employees’ Toilet Facilities which are adequate and conveniently located shall be provided.
18. Toilet Rooms
19. Employee Facilities: Adequate facilities must be provided for orderly storage of employees’ clothing and
personal belongings.
20. Janitor Facilities: A mop sink/can wash area must be provided and serviced with hot and cold running
water, for the emptying, filling, and cleaning mop buckets and mops.
21. Lighting: At least 50-foot candles of light are required at a surface where food handlers are working with
FOOD, ware washing, utensils, or equipment including but not limited to knives, slicers, grinders, or saws
where employee safety is a factor.
22. Ventilation
23. Utility Runs
24. Backflow Protection
25. Grease Interceptors
26. Garbage Can Areas
27. Mulluscan / Crustacean / Fin Fish Tanks

Basic principles of design and layout

 Provide Continuous Flow of Materials
 Have All Operations on the Same Floor Level
 Minimize the Distance between the Cooking and the Point of Service
 Arrange Compact Work Centers in the Production Area
 Design for Efficient Traffic Flow, Delivery, and Pickup
 Provide Working Conditions That Make for Productivity
 Design for Sanitation and Safety

Planning a food service

 Plan well in advance.
 Utilize competent counsel.
 Determine optimum location
 Allow adequate space for present and future needs.
 Arrange layout for efficient production and distribution.
 Select well-engineered and durable appliances that can be readily maintained, cleaned, and repaired.
 COMMISSARY FACILITIES AND EQUIPMENT
Commissary Kitchen
Commissary kitchens are established commercial kitchens where foodservice providers can go to prepare
and store their food. Some commissary kitchens cater specifically to food trucks and mobile food businesses, but
others may be businesses that just rent out their kitchen space for some extra income.

Why Use a Commissary Kitchen?

 Commissary kitchens are convenient. Food trucks are narrow and crowded, which makes it difficult to do
prep, especially with several chefs moving about at once. Commissary kitchens are larger and provide
chefs with room to spread out for their prep work.
 With a larger space comes more room for equipment. Most food trucks can only fit a few pieces of
equipment in their kitchen, but commissary kitchens provide access to all sorts of kitchen appliances and
gadgets.
 Renting a commissary kitchen is cheaper in the short term than buying a brick-and-mortar space.
Additionally, commissary kitchens are fully equipped, so food trucks don't have to pay to outfit the space
with appliances.
 The commissary kitchen you rent from will take care of all the extra bills – electricity, contractors, security,
sewage, pest control, building codes, and more – so you don’t have to
 Commissary kitchens have the commercial-grade equipment you need, and it is often the kitchen’s
responsibility to maintain and repair it – one less thing on your plate.
 Commissary kitchens often provide the additional services – like incubator programs and demo space –
that help your business bring home the bacon! You’re the food expert. They can help your business scale.
 In some cities and regions across the United States, it is illegal to prepare food inside of a truck. So, food
truck owners in those areas have to use commissary kitchens to prepare their food before going out to
sell it.

Different Commissary with Catering Equipment

 Cooking equipment
o This is one of the most basic and the most necessary equipment in any commissary kitchen. Stove
and stoves can easily be powered by either gasoline or electrical power, with some being dual-
fuel. It is recommended that commercial kitchens utilize gas-powered ovens just, given the
constant use offered to this device that can result in very high costs. Additionally, electric-powered
ovens have the tendency to malfunction a lot more typically than fuel appliances when under
massive usage.
 Refrigeration equipment
o This consists of refrigerators, freezers, and walk-in cool areas. Freezers should hold a temperature
between 0° F and 10° F and have an electronically-controlled thermostat. Ideally, they are
composeded of stainless steel, with an aluminium inside. Some are epoxy-coated to protect
against oxidation. Fridges are developed with the exact same products, and ought to include
polyurethane insulation.
 Dishwashers
o Hygiene is a need to in these appliances, so they are commonly constructed from high grade
stainless steel. To avoid bacterial growth, they need to include self-draining wash pumps, and also
a specifying for automated cleaning patterns. The most effective dishwashers even have a
thermostat characteristic, that automatically establishes the rinsing water to the most appropriate
temp.
  Tables and goes downhill
o Preparation tables must be made from untainted steel to make sure optimal tidiness and hygiene.
Ideally they should have flexible feet, so that their elevation can be modified to fit different
associates of personnel and as a result stop back and throat traumas. The very same applies to
kitchen sinks.
 Ventilation equipment
o Ensuring that a commercial kitchen is appropriately ventilated is compulsory for catering
businesses. Wellness and Safety regulations state extremely strict air premium measurement
systems, which may vary according to the kitchen dimension, the magnitude of utilization, and the
sort of fuel being utilized.
 Canopy hoods
o are the most sufficient ventilation systems. These should be produced in a means that enables
easy access to the duct job and the filters. The product of selection of lots of catering services is
304 stainless steel, as it is tough and conveniently cleansed.

Different Types of Commissary Kitchens

1. Shared Commercial Kitchen: This is the most viable option for new food truck owners who are looking for
an economical cooking space. These kitchens are leased out to multiple food trucks, caterers, and pop-up
chefs at once.
2. Private Commercial Kitchen: If you need access to specialized equipment or more time and space to work,
a private kitchen might be the right fit for your business. In a private kitchen, you take on the whole lease
yourself, meaning you have full access and don't need to share the space with anyone else.
3. Renting a Restaurant's Kitchen: Another option is to rent a restaurant's kitchen during their off hours. This
is a good compromise between a shared and private kitchen space, because you get the entire space to
yourself, but the cost won't be as high as renting your own kitchen.
4. Non-Traditional Sources: There are other spaces that have kitchens for rent that you can also pursue.
Churches, social clubs, schools, and retirement communities all have kitchens that are up to code and
have commercial-grade equipment, and these businesses may be willing to rent out their space during off
hours as well

Potential Benefits of Using Commissary Kitchens

 Location: Commissary kitchens in a prime location can be a huge benefit to your business. If you have
multiple food trucks or carts, a commissary kitchen can provide a central location where you can prep all
of your food and then divide it for each truck. When looking for a commissary kitchen, note its location in
relation to your customers and its proximity to highways and main roads.
 Amenities: Some commissary kitchens will provide special amenities for your food truck, such as water
and grease disposal, which are essential for meeting health code regulations.
 Equipment: One of the main benefits of commissary kitchens is the access to more equipment as well as
more specialized appliances. You can only fit so much on a food truck, but a commissary kitchen provides
a larger space for you to work.
 Parking: Commissary kitchens that offer overnight parking are very valuable, especially in big cities where
parking is scarce. If the kitchen does offer parking, check to see if the parking is covered or open and how
secure it is.
 Storage: Space is a big concern in food trucks, so one of the questions you should ask before deciding on
a commissary kitchen is how much storage space you get, including refrigerated space. This is especially
critical when looking for a shared kitchen space, because the limited storage space is split among several
different parties.
  Additional Benefits: Some commissary kitchens will have a mechanic on hand that can perform
maintenance on your truck, which is great if you're not particularly handy with tools. Others might have a
manager who can help you fill out the necessary forms to get your truck inspected and up to code.

Potential Downsides of Using Commissary Kitchens

 Cost: While commissary kitchens may be a good idea for food truck businesses that are just starting, they
may not be the most economic long term investment. Commissary kitchen rates depend on the location,
but costs can range between $15 - $35 an hour. In the beginning, paying this fee is worth it to get started
and use the equipment, but if your truck becomes successful and grows, it's cheaper in the long run to
lease your own kitchen space.
 Inconvenient Location: Many commissary kitchens will choose locations outside the city center or in the
suburbs because real estate is cheaper and they can afford a larger space. While this will drive down the
rental costs, it will also mean more money spent on gas and more time wasted in transit from the kitchen
to your customers.
 Scheduling Conflicts: When sharing a commissary kitchen with other businesses, you'll have to change
your schedules to make sure everyone gets equal access. And while you may have equal use of the space,
it could be at an inconvenient time, like early in the morning or late at night, which won't work with
everyone's schedule.

Importance of FACILITIES PLANNING AND DESIGN

 Manufacturing and Service companies spend a significant amount of time and money to design or
redesign their facilities. This is an extremely important issue and must be addressed before products are
produced or services are rendered.
 A poor facility design can be costly and may result in:
• poor quality products,
• low employee morale,
• customer dissatisfaction

Application of Facilities Planning

Facilities Planning (FP) can be applied to planning of:
• a new hospital,
• an assembly department,
• an existing warehouse,
• the baggage department in an airport,
• department building of IE in EMU,
• a production plant,
• a retail store,
• a dormitory,
• a bank,
• an office,
• a cinema,
• a parking lot,
• or any portion of these activities etc...
Facilities Planning (FP) determines how an activities tangible fixed assets best support achieving the activity’s
objectives.
 Plans for an Efficient Commercial Kitchen
 Approvals – There are specific food safety requirements when it comes to storage, processing, and serving
certain categories of food products such as halal, certified organic, gluten-free, dairy free, etc. The rule of
thumb for franchised food establishments is to not only follow the parent or corporate guidelines but also
to reflect the regional food safety regulations. Working with a multi-disciplinary team that comprises
members who are well versed in food flow, inventory, engineering and maintenance, fire safety, pest
control, cleaning and disinfection, and waste management would not only help gain more insight but also
facilitate future growth. Altering or modifying the dining area is comparatively easier than remodeling the
commercial kitchen.
 Risk Assessments – Based on space availability, the kitchen needs to accommodate a linear workflow to
prevent cross-contamination. For instance, modifying the menu at a later stage to incorporate a high risk
product such as homemade ice cream presumably would result in the surfacing of various food safety
deviations simply because the existing floor plan of the kitchen did not factor in requirements such as
storage space, ingredient flow, and processing. Planning remains incomplete without thorough risk
assessments and menu analysis.
 Smart Space Utilization and Ergonomics – It doesn’t matter how elaborate and well-equipped a commercial
kitchen is, if ergonomics was not a part of the designing process. The lesser the steps involved for
members of the kitchen and service team to complete a task, the greater is the efficiency of the team.
Also, through the simple principles of ergonomics, one is more likely to reduce the chances of cross-
contamination, which is the ogre of any food business. Employee safety and mobility are and should be,
of paramount importance. An example to illustrate ergonomics would be the use of under-counter
chillers. This limits the need to walk to the allocated walk-in refrigerators frequently and also saves a lot
of space. One needs to be mindful of the heights of equipment because a mismatch could not only hinder
the process but also result in injuries.
 Selection and Placement of Equipment – The food and beverage industry is constantly evolving and that
adds to the plethora of commercial kitchen grade equipment to select from. Keeping budget frames in
mind, choosing the right type of equipment such as fryers, combi-ovens, under-counter refrigerators,
preparation sinks, etc. depends on not just the available space, but also the workforce capacity and of
course, maintenance. It’s certainly a good initiative to opt for state-of-the-art equipment if the business
can afford it. However, the said investment would prove to be futile if the maintenance and replacement
of worn out parts proved to be a daunting task.

Planning and Design Services

 Project Management – Provide planning and project management services for the University’s capital
improvement projects.
 Design Services – Provide design services for informal projects including renovations and exterior building
improvements.
 Interior Design Services – Provide design and procurement services for new furniture and interior
renovations.
 Land Use Planning – Lead the planning effort to create a campus environment that supports the
University’s mission through campus master planning, development plans and agreements.
 Space Programming and Planning – Provide evaluation of space needs and planning for capital projects.
 Community Coordination – Assure that community concerns are addressed through adherence to all
zoning regulations, permit requirements and development agreements.
 Historic Property – Identify, evaluate and protect the University’s historic property.
 Information Services – Support the University’s mapping and geographical systems.
Some Typical Facilities Design Objective are to:
1. Support the organization’s vision through improved material handling, material control, and good
housekeeping.
2. Effectively utilize people, equipment, space and energy.
3. Minimize capital investment.
4. Be adaptable and promote ease of maintenance.
5. Provide for employee safety and job satisfaction.

Facilities Planning and Operation Management

 Facility Layout: determines the locations of facilities, workstations, machines, storage areas, and shipment
location in the facility to make the most of the available space with the objective of maximizing the
effectiveness of the processes. A well-designed facility must ensures a smooth material handling and flow,
ease of future expansion, space utilization, ease of communication, and safety.
 Cellular Manufacturing System: is an application of group technology. In this type of manufacturing
systems, parts are grouped together to form part families. Also, machines are groupd together to form
the cells of machines and each cell is responsible for producting a family of parts. Different problems are
associated with the design of CMS, for example, cell formation, layout design, and workload balancing.
 Lean Manufacturing: is focused on efficient manufacturing by eliminating wastes and keeping the value-
added works. CMS is also an integral part of lean manufacutring systems.
 Material Handling and Storage Systems Design: involves different problems associated with the movement
and storage of parts in the plant, warehouses, and distribution systems. The material handling design aims
at the most efficient and effective handling system by developing methods, equipment, and control
systems. The storage system must also provide efficient placing and retrieving of parts in the storage area.

Types of Facility Layout

 Island-Style Layout – The island-style layout places the ovens, ranges, fryers, grills, and other principle
cooking equipment together in one module at the center of the kitchen, while other sections of the
kitchen are placed on the perimeter walls in the proper order to preserve a circular flow (any section can
be the “island” depending on what best suits your needs). This layout is very open and promotes
communication and supervision, while leaving plenty of open floor space for easy cleaning. This layout
works best in a large kitchen that is square in shape, but can certainly be modified to fit other shapes and
sizes.
 Zone-Style Layout – The zone-style layout has the kitchen set up in blocks with the major equipment
located along the walls. Again, the sections follow the proper order for increased flow, giving you a
dishwashing block, a storage block, a food prep block, etc. Communication and supervision are not difficult
in this layout because the center of the space is completely open.
 Assembly Line Layout – The assembly-line configuration is ideal for kitchens that need to serve a large
quantity of people quickly, like cafeterias or correctional facilities. This layout may work better for
establishments with a limited menu that serve large quantities of the same foods, like a sandwich or pizza
shop, but it is viable for any type of kitchen. In this layout, kitchen equipment is organized in a line with
the food preparation area at one end and the service area at the other, allowing cooks to quickly send
food down the line. The cleaning/washing and storage/receiving areas can be located behind the assembly
line to keep them out of the way. This creates supreme efficiency, and keeps the kitchen open for excellent
communication and flow. Often, kitchen equipment can be linked together, further eliminating wasted
space.

ENVIRONMENTAL MANAGEMENT AND CONSERVATION

Food Service Environment
The Internal and External surroundings that have an impact on the food service industry and that the food
service industry has an impact on.

Environmental issues in the food service industry

 Food Processing Loss
 Food wastage
 Packaging
 Energy Efficiency
 Transportation of foods
 Water Consumption, and;
 Waste Management

International Standard organization

 ISO 14001 is an internationally agreed standard that sets out the requirements for an environmental
management system.
 It helps organizations improve their environmental performance through more efficient use of resources
and reduction of waste, gaining a competitive advantage and the trust of stakeholders.

Environmental management system

 An Environmental Management System helps organizations identify, manage, monitor, and control their
environmental issues in a ‘holistic’ manner. (ISO 14001)

PHASE OF ENVIRONMETAL MANAGEMENT SYSTEM

 The Five Main phases of the EMS are the following:
1. Environmental Policy
2. Planning
3. Implementation and operation
4. Checking and corrective action
5. Management review
 Environmental Policy:
o Commits the top management to regulatory compliance, pollution prevention and continual
improvement in environmental performance.
 Planning:
o Requires the identification of all environmental aspects (activities, products, and services that can
interact with the environment) and; their associated impacts (change the environment)
 Implementation and operation:
o Is the element that will lead the organization to achieve the environmental policy commitments.
o A suitable structure is to be designed and specific responsibilities assigned to employees across
different departments.

BENEFITS OF IMPLEMENTING EMS IN THE FOOD SERVICE INDUSTRY

 CONTINUAL IMPROVEMENT THROUGH POLLUTION PREVENTION INITIATIVES.
 REDUCED ENVIRONMENTAL RISK
 BETTER COST CONTAINMENT

BARRIERS TO IMPLEMENTING EMS

  Lack of top management commitment and visibility.
 Frequent changes of personnel and top management.
 Resources.
 EMS not recognized as the responsibility of the whole organization.

CONSERVATION
 The length of time that food remains edible and nutritious depends on temperature, moisture, and other
factors that affect the growth rates of organisms that cause spoilage
 Some storage techniques, such as drying, salting, and smoking, date back to ancient- gatherer and early
agricultural societies and use relatively low energy inputs.
 The conservation of energy is an essential step we can all take towards overcoming the mounting
problems of the worldwide energy crisis and environmental degradation.
 In the food processing industry a substantial amount of energy is consumed.
 Excessive use of energy is usually associated with many industrial plants worldwide, and food processing
plants are no exception.
 Enormous potential exists for cost effective improvement in existing energy usage equipment.

This special issue will deal with:

1. Process Engineering: this field will deal with sterilization, extrusion process, Requirements for the design
of food processing equipment and drying of fruit and vegetables.
2. Energy conservation: this field will talk about optimum operating conditions of unit operation used in food
industry and how physical and rheological properties affects these unit operation in order to rationalize
energy consumption in factories.
3. Water Conservation: this field will talk about water treatment in food industry and methods used for
waste water treatment. Also how we can use agricultural wastes as an absorber of heavy metals and
phenols found in waste water or using nanoparticles in water treatment.

MANAGEMENT FUNCTION
Function Management
Management is the act of getting people together to accomplish desired goals and objectives using available
resources efficiently and effectively. Since organizations can be viewed as systems, management can also be
defined as human action, including design, to facilitate the production of useful outcomes from a system. This
view opens the opportunity to manage oneself, a pre-requisite to attempting to manage others.
 Planning
o Management function that involves the process of defining goals, establishing strategies for
achieving those goals, and developing plans to integrate and coordinate activities
 Organizing
o Management function that involves the process of determining what tasks are to be done, who is
to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to
be made.
 Staffing
o It is the function of manning the organization structure and keeping it manned. Staffing has
assumed greater importance in the recent years due to advancement of technology, increase in
size of business, complexity of human behavior etc. The main purpose o staffing is to put right man
on right job. Staffing involves the following: Manpower Planning (estimating man power in terms
of searching, choose the person and giving the right place). •Recruitment, Selection & Placement.
 Directing
 o It is that part of managerial function which actuates the organizational methods to work efficiently
for achievement of organizational purposes. It is considered life-spark of the enterprise which sets
it in motion the action of people because planning, organizing and staffing are the mere
preparations for doing the work.
 Controlling
o Management function that involves monitoring actual performance, comparing actual to
standard, and taking action, if necessary.

Management and Organization

Organization Management
 Refers to the art of getting people together on a common platform to make them work towards a common
predefined goal.
 Organization management enables the optimum use of resources through meticulous planning and
control at the workplace.
 Organization management gives a sense of direction to the employees. The individuals are well aware of
their roles and responsibilities and know what they are supposed to do in the organization.

Need for Organization Management

 Organization management gives a sense of security and oneness to the employees.
 An effective management is required for better coordination among various departments.
 Employees accomplish tasks within the stipulated time frame as a result of effective organization
management.
 Employees stay loyal towards their job and do not treat work as a burden.
 Effective organization management leads to a peaceful and positive ambience at the workplace.

Nature of Organization and Management

 Organization and management is twin terms that exist side by side with each other, each one needs and
supports the other. Organization will be inert and useless if there is no management that will steer it;
management that will steer it; management will be hollow and meaningless if there’s no organization to
manage.

Formal Organization
 Formal organization are “a system of coordinated activities of a group of people working cooperatively
toward a common goal under authority and leadership” (Scott and Mitchell as cited in Nigro 1989).

Informal Organization
 Informal organizations, while they exist side by side with formal ones, are “undocumented and officially
unrecognized relationship between members of an organization that inevitably emerge out of he personal
and group needs of employees.”

Structural Elements (5M’s)

 Men- members of the organization starting from the very top of the last workman in the organization
 Materials- represent the materials necessary in the distribution of functions or in the attainment of its
objective
 Machine- the tools necessary in producing its desired output
 Methods- the procedures and ways used in the course of its actions
 Money- the financial resources of the organization
Essential Features of Organization Management
  Planning
o Prepare an effective business plan. It is essential to decide on the future course of action to avoid
confusions later on.
o Plan out how you intend to do things.
 Organizing
o Organizing refers to the judicious use of resources to achieve the best out of the employees.
o Prepare a monthly budget for smooth cash flow.
 Staffing
o Poor organization management leads to unhappy employees who eventually create problems for
themselves as well as the organization.
o Recruit the right talent for the organization
 Leading
o The managers or superiors must set clear targets for the team members.
o A leader must make sure his team members work in unison towards a common objective. He is
the one who decides what would be right in a particular situation.
 Control
o The superiors must be aware of what is happening around them.
o Hierarchies should be well defined for an effective management.
 Time Management
o An effective time management helps the employees to do the right thing at the right time.
o Managing time effectively always pays in the long run.
 Motivation
o Motivation goes a long way in binding the employees together.
o Appreciating the employees for their good work or lucrative incentive schemes go a long way in
motivating the employees and make them work for a longer span of time.

Employee Management
Employee management is the effort to help employees do their best work each day in order to achieve the
larger goals of the organization. There are many tasks and duties that fall under employee management, but
almost all of them can fit into one of five categories.

Few Core Principles Of Employee Management

 Selection- This is about choosing the right employees during the hiring process.
 Measurement- This is about determining how well an employee is performing or meeting goals.
 Monitoring- This is how you perform the measurement of employee performance.
 Interaction- This is the daily way you and your team communicate and work with each other.
 Reward- This is the result of excellent employee performance.
 Discipline- This is the result of lackluster employee performance, and may involve firing.

Tips for Managing People

 Humble: Understands strengths and weakness, thinking neither too high or too low of herself.
 Honest: Tells you the truth, whether good or bad, and keeps her word. No false personality.
 Hungry: A desire to learn, to excel, and not dwell on past success. A willingness to work hard, and a track
record to prove it.
 Smart: Not just IQ, but a quick study with good mental focus.
 Humble: Understands strengths and weakness, thinking neither too high or too low of herself.
 Honest: Tells you the truth, whether good or bad, and keeps her word. No false personality.
  Hungry: A desire to learn, to excel, and not dwell on past success. A willingness to work hard, and a track
record to prove it.
 Smart: Not just IQ, but a quick study with good mental focus

Measuring and monitoring employee performance

 Constant micromanagement. Telling employees how to do every little thing adds stress to your life and
theirs. Your management. The employee is there to do the job. Let them.
 Constant feedback. Feedback is good, but if you give them “feedback” on everything they do, it feels like
after-the-fact micromanagement. They develop no confidence that they can do the work themselves.
 Lack of physical privacy. Do you force your employees to have their computer monitors facing out where
you can see them? Can they work anywhere without your gaze on them?

Interacting with your employees

 Conflict resolution. Resolve conflicts, don’t feed them. Solve the real problem, not the symptoms. Respect
employee privacy and avoid shaming them in front of others.
 Communication. Be clear about what you want and expect. Communicate it in different forms (i.e.
verbally, written manual, posters). Write down the rules, systems, and procedures you expect to be
followed.
 Trust. Remember the micromanaging problem? That happens when you don’t trust. If you can’t trust your
employees to do their jobs, why did you hire them