NUR IBAN FATUROHMAN

ENGLISH

BACKGROUND BACKGROUND
In the world of education, there is management that functions to regulate the course
of education. Organizing and organizing. Therefore in this paper we will discuss a little about
organizing, where planning in management will not work or succeed without organizing and
organizing will never exist without humans. Humans, in their journey of life and life, in a life
that carries out the mandate or duties and responsibilities assigned to God to humans so that
they are fulfilled, guarded and cared for as well as possible. Humans are also
multidimensional creatures. Therefore, many nicknames are given to him, for example,
human as a social being, thinking, who likes to use symbols, organizational, and others.
Humans are organizational creatures. Therefore, once he is turned into the world, he becomes
a member of a genitic organization called a member of the family organization. When school
age, school and he became a member of the school. After graduating and working, he became
a member of the organization at work. Maybe he is also a member of religious, youth,
political, economic and other organizations. Finally, after a human died, he became a death
organization by the rukun death committee at the RT level. So, man from until his death can
not determine from the organization. Humans are organizational creatures because from birth
humans cannot live alone without the help of others. Organizations that are formed for the
benefit of humans (anthropocentric), organizations that are actually created for people, not for
organizations. Therefore, every day humans are associated with their organizations. Although
some organizational experiences are fun and annoying, some are positive and some are
negative, humans are still organizations. The existence of this conflict is the result that
humans are not essentially the same or full of differences.

FORMULATION OF THE PROBLEM

1. What is the Definition of Organizing?
2. What is the Basic Concept of Organizing?
3. What Are the Determinants of Organizational Structure?
4. What Are the Elements of Organizational Structure?
5. State the Forms of the Organization?
6. What is the Organizational Process?
7. What is the Organizational Environment and Globalization like?
8. What are the Organizational Dynamics?
 A. DEFINITION OF ORGANIZING
Organization comes from the Greek word "Organon" and the Latin term "Organum"
which means a tool, part, member or body. It cannot be denied that the term organization of
each expert has a different meaning. Chester I. Bernard argues that an organization is a
system in which there are collaborative activities carried out by two or more people. Whereas
Oliver Shelsom, John M. Phiffner, S. Owen Lane they agree that an organization is an
amalgamation of people or groups of people who have the ability to carry out tasks. Nanang
Fatah said that the term organization has two general meanings. First, an organization is
defined as an institution or functional group, for example a company, a school, an
association, government agencies. Second, it refers to the organizing process, namely how
work is organized and allocated among members, so that the goals of the organization can be
achieved effectively. While the organization itself is defined as a collection of people with a
system of working together to achieve common goals.

B. BASIC CONCEPT OF ORGANIZING

In the process of organizing, managers allocate overall organizational resources
according to plans that have been made based on a specific organizational framework. This
framework is called an organizational design. The specific form of an organizational
framework is called an organizational structure.
Organizational structure is basically an organizational design in which managers allocate
human resources, especially with regard to the division of labor and resources owned by the
organization, as well as how the overall work can be coordinated and communicated.
In the planning function, goals and plans have been determined, however, in organizing, the
plan will only be determined when it is clear how the organizational plan will be
implemented, coordinated and communicated.

C. DETERMINING FACTORS OF ORGANIZATIONAL STRUCTURE

Some organizations are structured on more mechanistic lines while others follow
organic characteristics. The following are the main factors identified to be the causes or
determinants of the structure of an organization:
According to Andi Hanif Mursid

1. Strategy
Initial views of what constitutes structure are organizational goals and strategies.
Strategy is the main determinant of structure. Strategy is defined as something that
includes the long-term goals of an organization plus a course of action that will provide a
means towards achieving it. The organizational structure is one of the tools used by
management to achieve its goals. Since goals derive from the overall strategy of the
organization, it makes sense that strategy and structure should be closely linked. to be
precise, the structure must follow a strategy. If management makes significant changes in
its organizational strategy, the structure will need to be modified to accommodate and
support these changes. Most of today's strategic frameworks focus on three dimensions
namely innovation, cost minimization, and imitation and on the design of structures that
work well for each dimension.
2. Organization size
The size of the organization is defined as the total number of employees. There is
ample evidence to support the idea that the size of an organization significantly
influences its structure. More than 80 percent of studies using organizational size as a
variable define it as the total number of employees. For example, large organizations
employing 2,000 people or more tend to have more specialization, departmentalization,
 vertical levels, and rules and regulations than small organizations. This is consistent with
the assumption that since humans and their interactions are structured, their number must
be related more closely to the structure than to any other measure. However, the
relationship is not linear. Instead, size affects structure in a decreasing degree. Impact
size becomes less important as the organization expands.
Magnitude has a considerable influence on vertical differentiation. The impact of
magnitude on spatial differentiation is unclear. Increased formalization is closely related
to an increase in the size of the organization. While the relationship between
organizational size and centralization has an inverse relationship, research shows mixed
findings. The scale study above refers to the size of the medium and large organization
sizes. Meanwhile, in small companies they face different problems and have different
priorities. In addition there is the fact that small companies have a different character
where their managers have more limited structural options.
3. Technology
Technology refers to the processes and methods that convert inputs into outputs in
organizations. Several experts who have observed the relationship between technology
and organizational structure include: Joan Woodward: he proposes three types of
production technology; unit, mass, and process. Its main contribution lies in identifying
the conspicuous relationships between these technology classes and the subsequent
structure of these companies, and showing that the effectiveness of these firms is related
to the compatibility between technology and structure. Perrow: he concludes that the
more routine technology is, the more structured the organization is. Thompson: his
research shows that the interdependence created by technology is important in
determining organizational structure. Their contribution suggests that routine technology
is positively associated with low complexity and high formalization. Routine technology
is positively associated with centralization, but only if formalization is low. Every
organization has at least one technology to convert financial, human, and physical
resources into products or services.
4. Environment
The environment is defined as anything outside the organizational boundaries. The
environment of an organization is formed from institutions or forces outside the
organization that have the potential to affect organizational performance. These forces
typically include suppliers, customers, competitors, government regulatory agencies,
public pressure groups, and so on. Structural design is an important tool that managers
can use to eliminate or minimize the impact of environmental uncertainty. The internal
organizational structure is strongly influenced by environmental uncertainty and changes.
The general hypothesis about the organization must be oriented to its main internal needs
and must be able to adapt well to its environment (Scott, 1983). Lawrence and Lorsch
(1967) say that organization and environment are like two images in a coin. The more
complex the environment, the more decentralized the structure will be.
a) The relationship between environment and structure is complex. Robbins (1994)
concluded that: The environmental impact on the organization is a function of
dependency,
b) Dynamic environments have a greater influence than more static ones,
c) The complexity and uncertainty of the environment are directly related,
d) Formalization and environmental uncertainty have an inverse relationship,
e) The more complex the environment, the greater the decentralization, and
f) Extreme hostility in the environment will result in temporary centralization.
5. Weaknesses of the Structuralist View
Overall a good understanding of the formation of organizational structures is of
course beneficial for managers in managing their organizations, but if they only focus on
how to manage the dynamics of information flow and internal differentiation of the
company so that the management of the company as a whole only deals with information
and company differentiation issues and forgets. all the elements that determine the
company's complex situation then the organizational structure will then only become a
mere paper tiger because of its formality.
The next weakness is that the environment is not as dynamic as the theory of
structure assumes. A more precise observation might be that change is no more dynamic
today than at other times in history, and that the impact of environmental uncertainty on
organizations is reduced considerably as a result of managerial strategy.
Another weakness is that the study of organizational structure does not pay attention
to the political aspects of structure formation. Pfeffer and Salancik's (1978) thesis on
power control states that the structure of an organization at any time is the result of those
who have the power to choose a structure to the maximum extent possible to maintain
and maximize their control. The perspective of controlling power does not ignore the
impact of size, technology or other contingency variables. Instead, control of power
treats contingency variables as constraints faced through a process known as a political
process.

D. ELEMENTS OF ORGANIZATIONAL STRUCTURE

The organizational structure is an arrangement of various components or work units
in an organization in society.
With the existence of an organizational structure, we can see the division of labor and how
different functions or activities can be coordinated properly.
1. Members
Members are people who have an important role in an organization. These people are
associated with activities such as doing work, solving problems, generating ideas,
thinking. They are part of the formation of an organization.
2. Work in the Organization
The work here consists of formal and informal tasks, this work is characterized by three
universal dimensions namely content, needs, context and processing practices.
3. People
In an organization or institutional business, it is often referred to as employees, or
personal, employees.
4. Cooperation
Cooperation is needed in an organization, because by achieving common goals it is
necessary to have strength created from the results of mutual assistance between fellow
members.
5. Common Goals
Is a direction or goal that is the main goal to be achieved or which is desired to become a
collective agreement.
6. Equipment
Is a means that can be in the form of materials such as machines, money, buildings or
offices.
7. Environment
8. This environment is related to the place around, including social, cultural, technological
and economic.
 E. FORMS OF ORGANIZATION
Organizational forms can take the form of: line organization, line and staff
organization, functional organization, matrix organization, and project organization.
a) Line organization Line organization is the oldest and simplest form of organization.
Usually contained in relatively small organizations. This structure is not suitable for
use in large organizations because of the complex and wide area of work that the
organization has to handle so that it requires delegation of authority to its
subordinates.
b) Line organization and staff This organization consists of two groups of people who
are influential in running the wheels of the organization. The first group carries out
the main tasks of the organization to achieve goals, which are placed in lines, while
the second group performs tasks based on their expertise called staff. Staff can
provide advice to operational units. Staff also exert influence in implementation.
c) Functional organization Functional organization is an organization in which the
division of duties of its officials is adjusted according to their field of expertise. This
organization does not place too much emphasis on structural hierarchy, but rather
emphasizes the nature and types of functions that will be carried out.
d) Matric organization Matrix organization is a refinement of functional organization.
The people assigned to each cell belong not only to the functional organization, but
also to the product organization.
e) Project organization The characteristic is that when the project objectives have been
completed, this organization will be dissolved immediately. So the nature of the
organization is only temporary, that is, as long as the project is running.

F. ORGANIZATIONAL PROCESS
Process in the Indonesian dictionary means a series of actions. Meanwhile, the
process in the organization book by Gibso Invancevich Donnelly deals with the activities that
give life to the organizational scheme. Organizational processes are the soul of organizational
structures.
Models in organizational processes
1) Communication Process Communication occupies the main place because the
composition of the breadth and scope of the organization as a whole is determined by
communication techniques. From this point of view, communication is a social
process that has the widest relevance in the functioning of any group, organization or
society. Organizational survival is concerned with the ability of management to
receive, convey, and perpetuate communications. Communication is defined as the
process of delivering information or sending it to the recipient of information. Thus,
the receipt of information must understand the contents of the information received,
on the other hand, if the receipt of information does not understand the information
provided by the information provider, it means that there is no effective
communication which can eventually lead to a conflict. There are three main elements
that are interrelated every time a communication occurs, namely the sender (news
source), message (message), and receiver (news reception). If one of the three
elements is not present, the communication will not occur.
2) Decision Making Process The decision of a leader does not come suddenly, but
through a process. The decision making process takes place in the following stages: a.
Collecting data through recording maybe even b. In the form of research activities c.
Through data analysis d. Determine the decisions that will be taken e. Operate the
 decision into activities f. During the course of activities as decision implementers,
new operational data will be obtained.
3) Achievement Evaluation Process The process of performance evaluation in
organizations shows that individual, group, and organizational achievement is a result
or variable depending on organizational behavior, structure and processes. The system
applied to evaluate performance helps purposes such as determination of rewards
(wages, promotions, and assignments), identification of training needs. Achievement
Evaluation Process The achievement evaluation process within organizations shows
that individual, group, and organizational achievement is a result or variable
depending on organizational behavior, structure and processes. The system in place to
evaluate performance assists purposes such as determination of rewards (wages,
promotions, and assignments), identification of training needs.
4) Socialization and Career Process The socialization process is a process where we can
mingle in a particular community so that is where the socialization process will occur.
Meanwhile, career is a series of positions occupied by a person during the course of
his / her age. Career is a series of individual feelings from attitudes and behaviors
related to the practice of work and activities over the span of a person's life.

G. THE ORGANIZATIONAL ENVIRONMENT AND GLOBALIZATION

The process of informatization is fast due to advances in technology making the
horizon of life even wider and at the same time increasingly shrinking. This means that
various problems in human life become global problems or at least cannot be separated from
the influence of other events, be they political, economic, or social issues.20 Globalization
affects various aspects of life. Whether we realize it or not, all parties and circles need to
respond well. The education sector is demanded to be wiser and wiser in facing global
challenges.
Environmental analysis is a process of monitoring the organization's environment
which aims to identify opportunities and threats that affect an organization's ability to achieve
its goals. The purpose of environmental analysis is to anticipate the organization's
environment so that it can react quickly and appropriately to the success of the organization.
Environmental analysis is a process that strategic planners use to monitor the environment in
determining opportunities or threats.

H. ORGANIZATIONAL DYNAMICS
Organizing is deciding how best to classify the activities and resources of the
organization. As children choose different types of play blocks to make castle toys, the
manager can select a series of structural possibilities. And just as children can structure
blocks in a number of ways, managers can structure organizations in many different ways.
Understanding the nature of the blocks of play and the different ways to configure them can
have a strong impact on the competitiveness of an enterprise / institution. Organizational
dynamics that must be managed intelligently and constructively lies in the conflicts that often
arise in an organization, because in reality conflict is not always destructive but will be able
to increase the productivity of an organization if it can be handled and managed properly.
 Conclusion
1. Organization is a process of working together for two or more people to achieve
organizational goals effectively and efficiently. Meanwhile, organizing is the process of
dividing work into smaller tasks, assigning tasks to people according to their abilities, and
allocating resources and coordinating them in order to effectively achieve organizational
goals.
2. The organizational structure describes the work position, the division of work, the type of
work to be done, the relationship between superiors and subordinates, groups, components or
sections, management levels and communication channels. The organizational structure
specifies the division of work activities and shows how the work functions or activities and
shows how the different functions or activities are linked.
3. Organizational forms can be in the form of: line organization, line organization and staff,
functional organization, matrix organization, and project organization.
4. In the era of globalization, the environment in developing countries with developed
countries is very different, because the environment in developing countries has unique
characteristics, changes more frequently and changes often suddenly, thus, has an erratic
tendency. The environment in developing countries also has a much greater influence on the
failure or success of management than in developed countries.
5. Organizational dynamics that must be managed intelligently and constructively lies in the
conflicts that often arise in an organization, because in reality conflicts are not always
destructive but will be able to increase the productivity of an organization if they can be
handled and managed properly.