Evaluate On-The-Job Off-The Job Traditional And Non-Traditional Training Methods Planning and Direction of an Organization

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Planning and Direction of an Organization

With regard to planning and direction, administrative behavior might range

I. From unilateral determination of plans, policies, and objectives to joint determination with those individuals affected

2. From close and direct supervision (either in person or through detailed procedures and reports) to general, supportive supervision which allows broad self-direction and self-control to be exercised in the pursuit of agreed-upon objectives

ORGANIZATION AND JOB DESIGN

Alternatives available in utilizing these mechanisms might range

1. From structures which arrange groups of functional specialists in traditional hierarchical layers to more loosely linked, self-paced teams with heterogeneous skills grouped around a product, part, or integrated stage of the process

2. From job designs emphasizing highly specialized and segmented collections of tasks to designs which attempt to encompass a meaningful range of activities into self-paced, self-evaluated operations

SELECTION AND TRAINING-APPRAISAL AND DEVELOPMENT

For these mechanisms, alternatives might range

1. From selection and training processes which focus on presumed traits and abilities associated with immediate job requirements to more flexible systems which attempt to balance the long-run needs of the organization and the individual

2. From superior-conducted appraisal based on standard characteristics and behaviors to joint appraisal (superior/subordinates) focused on progress toward previously agreed-upon job targets or objectives

3. From unilaterally planned and directed development programs to flexible procedures where organization members are included in the process of setting their own development goals and choosing the means of achieving them

COMMUNICATIONS AND CONTROL

Here, alternatives might range

I. From communications systems which primarily provide for downward flows of orders and instructions and upward flows of reports to information systems designed to provide operating units with access to all the data they feel are necessary to their performance

2. From control systems which collect progress information from operating units for transmission to distant evaluation points to short feedback loop designs which allow operating units to immediately appraise and adjust their own performance

REWARD SYSTEMS

Within reward systems, alternatives might range

1. From systems built exclusively around either longevity or merit alone to more flexible systems which acknowledge both loyalty and performance

2. From unilateral determination of rewards and the method of their attainment to systems in which organization members have a voice in determining the nature of rewards and the paths by which these can be achieved.

The extent to which choices among the integrative mechanisms take into account the particular set of organizational and people characteristics of a given system determines whether or not these mechanisms will be integrative, or, if you will, disintegrative. For example, the approach to planning and direction which works well in a savings bank might prove both disruptive and ineffective in a land-development company staffed with a variety of professionals putting together complex land and housing projects. This does not mean that human and organization variables determine – or should determine – administrative decisions and actions. Rather, these variables should be viewed as constraints within which administrative choices must be made and, subsequently, as likely to be either enhanced or diminished given the choice of a particular set of integrative devices.

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