Bicol University

College of Education
Daraga, Albay

Student: Rosaly O. Lea

Course: BSED- SOCIAL STUDIES 3
Professor: Ramon Belgica
Subject: Basics of School Management and Organization
Date: May 27, 2022

MODELS AND ELEMENTS OF ORGANIZATION

At the end of the discussion, the students should be able to:

o Explain the elements of an organizational management.

o Describe the structure of several organizational model.

MODELS OF ORGANIZATION
How managers conceptualize organizations influences the way they manage them, it is worth
exploring some of the main models that are used in relation to organizations. Managers that are
familiar with the various models or schools of thought about organizations are better able to
select an appropriate one to deal with the particular situation they need to manage.

The Classical Model

This model emphasizes characteristics such as rationality, high job
specialization, centralization, a command system, a tight hierarchy, strong
vertical communication, tight control, rigid procedures and an autocratic
approach.
In this model, it is said that the organization is a machine wherein the
humans are different components or parts of that machine. Therefore, it is
considered by many experts that this model is inadequate when it comes to
dealing with the complexities in the functioning of the organization as it focuses just on
the organization.
According to the classical model, humans are considered just as the means of production.
The model most primarily deals with formal organizations. In order to increase the
efficiency of the organizations in accordance with this model, the efficiency of the working
employees must be increased.

The Humanistic Model

This model is characterized by respect for the individual and other
human values, job breadth, consultation, consensus, decentralization, loose
project organization, flexible procedures, multidirectional communication,
management by objectives and a participative approach.
It emphasizes the use of intrinsic motivation to grow personnel
qualifications, thereby increasing the economic efficiency of an
organization.
This theory stresses the need to formulate management goals, which incorporate
humanistic values. Worker's personal growth and well-being are taken into account to
achieve the organization's optimal productivity.
The objectives of the organization are designed by inputs from both management and
workers, leading to an increase in the subordinates’ commitment towards achieving laid-
down objectives. The leadership may adopt participative democratic styles by increasing
the communication flow from the subordinates to the management.

The Systems Model

The systems theory of organization is a theory that
organizations are composed of many subsystems that aren't
necessarily related to one another and yet work together to form
the whole. This theory is helpful for understanding things like
organizational behavior, organizational change and organizational
development.
The systems approach to management focuses on a collective view of an organization.
Managers are focused on making sure that all parts of the business contribute to its
success as a whole.
Systems theory is one approach that may be useful for those who are interested in
changing their organizations, or those who are interested in implementing new
programs or initiatives within businesses or to organizations having to adapt rapidly
to change. It can be highly effective in order to manage change and achieve desired
outcomes through the coordinated use of scientific management techniques.
The systems approach allows you to look at an organization from the different
perspectives of its subsystems, which gives you more insight and control. Changes
can be made to each of the subsystems to make a positive impact on the entire
organization.

The Decision Model

This model, which depicts organizations as an assembly of
elements for taking decisions of varying levels of importance, has
had its exponents in a number of firms or organizations. It is not
thought to offer much to schools, except that it does throw light
on the different purposes of meetings and conferences.
When the managers make decisions, they exercise choice.
They decide what to do on the basis of some conscious and deliberate logic or
judgement.
When making a decision the managers are faced with alternatives. An
organization does not take a wise manager to reach a decision when there are no
other possible choices. It does require wisdom and experience to evaluate several
alternatives and select the best one.
When taking a decision, the managers have a purpose. They propose and analyze
the alternative courses of action and finally make a choice that is likely to move
the organization in the direction of its goals.

The Contingency Model

The central idea in the contingency theory is that
organizations are, and should be, different both from one
another and from part to part. The appropriate structure,
management style, etc., are contingent upon what the
organization is there to do. There is no perfect
organizational structure: the choice of structure depends
on which set of problems you prefer to live with.
Contingency theory accepts that, left to themselves, organizations, departments and
individuals tend towards specialization, carving out a more and more distinctive niche
for themselves. In other words, the units tend to get more and more differentiated
from one another, as the expertise builds up and becomes increasingly specialized.
In this model integration is probably a key issue, that is why there is a need for
careful attention to relationships, a high degree of mutual trust, candor and respect,
and an insight into organizational behavior and complexities. Conflict has to be
confronted and managed constructively.
ELEMENTS OF ORGANIZATION
TECHNOLOGY

The ‘technology’ of an organization is its processes – in the case of a school, the

process of education and the plant (classrooms, workshops, gymnasia,
whiteboards, etc.) that goes with it. Technology is essential resource and
equipment to the organization for doing their work efficiently.

CULTURE

The culture or character of the organization covers such intangibles as its tone,
its value system, the standards by which merit is judged, personal relationships,
habits, unwritten rules of conduct and the practice of educational judgement.

PEOPLE

The people in a school organization are the teachers, their professionalism,

their knowledge, experience, skills and attitudes; also the pupils and non-
teaching staff.

STRUCTURE

An organization’s structure embraces the organization chart, the committees,

the departments, the roles, the hierarchical levels and authority, the
procedures in the staff manual, the timetable, etc.