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Definition of Organization:

Organization is a group of individuals in an organized management structure that has purposes and goals to be accomplish.

Organization consists of three important characteristics which is:

- A group of individuals who work together that involves more than two people.
- A management structure that outlines the tasks and responsibilities of each individual in the organization's associated position. This management structure is extremely important in a organization, especially in terms of who employees should report to or refer queries about their jobs.
- Organizational goals/objectives that must be achieve by an organization. To reach a common or set of goals and particular targets, every workers in the company must engage and interact successfully with one another.
According to the Cambridge Advanced Learner's Dictionary & Thesaurus © Cambridge University Press, organization can be defined as "A group of people who work together in an organized way for a shared purpose".

Example of organizations:

Universiti teknologi mara (UiTM)

Seri Puteri School

KPJ Healthcare

Association of Southeast Asian Nations

Ministry of Higher Education Malaysia

Sime Darby

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There are myriad of organizational resources needed in a successful organization. These are two examples of organizational roles:

1. Financial resources

Financial resources are the most essential, valuable, and restricted resources in an organization that may be used to obtain other general resources such as equipment, wages, and advertising. All financial resources available for usage in an organization are referred to as financial resources. They are a component of a company's liquid assets that are often utilised as business continuity funds to ensure that all procedures in the organization function smoothly.

Financial resources are monies that are used to cover existing expenditures and expenses for expanded reproduction, as well as to meet financial commitments and provide economic incentives to employees. Financial resources are also allocated to non-production goods, consumption, accumulation, and special reserve funds, among other things. Financial resources are also utilised to carry out the organization's major operations, such as purchasing goods and services and making long-term investment.

In an organization, Financial Resources Management is responsible in controlling budgets and financial resources. In terms of financial control, cash and deposits with financial institutions are examples of financial resources. Certain activities organized like business funding and sale of goods are mainly used as financial resources. For instance, company like Mcdonalds gained money mostly from the money of selling delicious foods and drinks. Then, the money received will be used for buying ingredients, supplies as well as paying salaries to their workers. Other than that, capital investments which is the amount of money invested into an organization's overall assets is also included in these resources. Some companies act as investors in which the shares are allocated among shareholders or partners in some firms. These too are in charge of giving funds in exchange for a sequence of rewards.

Good financial resource management is critical to achieving the organization's objectives. Situations where a lack of finances might affect short-term operations must be avoided. For instance, if the organization lacks sufficient cash to pay staff or purchase raw supplies. Therefore, a shortage of financial resources, on the other hand, might result in a large opportunity cost.

2. Human resources

According to Wikipedia, human resources is the set of people who make up the workforce of an organization, business sector, industry, or economy.

Human resource management, according to Michael Beer's Harvard Model of Human Resource Management, is a strategic approach to the employment, growth, and well-being of individuals working in a organization.

In other words, human resources is the section of an organization responsible for locating, screening, hiring, and training job candidates, as well as managing employee benefit programmes. In the 21st century, human resources plays a critical role in an organization in dealing with a rapidly changing business climate and a higher need for quality employees.

Every organization needs employees. Meanwhile, employees must be recruited, employed, pleased, motivated, developed, and kept. The department that administers a company's human resources is known as the human resources department. Humans require more management and a different approach than other resources, which is why having an entire department dedicated to them is beneficial. The human resources department is equipped to handle any situation, whether it's resolving interpersonal disputes or putting together a retirement plan.

For example, a factory needs workers in order to cooperate their business works. Therefore, the company needs human as their organizational resources. Thus, the human resources management is established to hire humans to work in the factory.

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DIFFERENCE BETWEEN EFFECTIVE AND EFFICIENT

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DIFFERENCE BETWEEN EFFECTIVE AND EFFICIENT

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Business executives, industry experts, and innovators frequently use the phrase "organisational efficiency" in their discussions.

Effective:

Effective is deciding what to do better (Drucker, 2011).

Effective is also often related to the ability to choose the right things.

On the other hand, effective considered to the degree to which something has been done to reach the desired result.

Effective was all about achieving the organizational goals. It implies that managers should identify and select the most effective tactics or skills for accomplishing their goals.

Not only that, performance effectiveness focuses mainly on reaching the organization's targeted achievements.

Managers who are effective are capable of meeting predetermined goals, thus becoming a successful organization.

Effective managers are also in charge of the work activities that will assist the organization in achieving its goals.

For example, Hafizah is the manager in a fashion boutique. She needs to produce long dresses more than short dresses in the boutique due to high level of request from the customers. She then accomplish the boutique's goals that has been set by the upper leader and receive positive outcome from the customers as well. Hence, she has done the right thing and became an effective manager.  On the other hand, if she choses to produce short dresses than long dresses, it can lead to be uneffective.

Another example is Sir Ahmad is a manager at an automotive company. He found out that the sales of Kawasaki Motorcycles have increase highly rather than Ysuku Motorcycle. So, he planned to produce more Kawasaki Motorcycles to the market as it can receive more customers and money for his company.

Efficient:

According to Drucker, 2011, efficiency is doing better than what is already done.

The ability to do things right is considered as efficiency.

Resource usage is crucial to efficiency, this implies that the organization especially manager strives to make the most use of the limited resources available in the organization.

Money, raw materials, people, and the organization's framework are all resources. Managers are the one who should establish plans and methods to maximise output with the resource constraints.

Efficiency is a parameter that evaluates the effectiveness of an organization's activities, procedures, and systems. Managers should aspire for enhancement in order to bolster the organization's productivity.

Most importantly, being efficient allows a company to achieve high efficiency and output while reducing costs and waste. It also allows an organization to minimise needless effort and costs to save money and time.

For instance, Mcdonald's company is one of the most famous food and beverages company. Most of the time the each retails are always full of customers in and out. This is because Mcdonald's make delicious food. However, years ago Mcdonald's could not handle the massive influx of customers at a time. The cashiers and counters were not enough to cooperate its retail. In order to improve its company's reputation and sales, Mcdonald's came out with an idea of placing a self-pay kiosks in their retails. Thus, this enhances the companies sales because the customers now can order their foods in no time. The cashier counters are also more controlled as it smoothes everyone's time.

Similarly, another example is Ashraf is an employee in a company. He was asked by his manager to advertise job vacancy to all Malaysians. The company uses posters and banners for advertisment purpose. However, it causes a lot of money, time and energy to do that. So, he came up with a new alternative by advertising the job vacancy through online platforms such as facebook, twitter, instagram and others. They gained a lot of job candidates through this method rather than banners and posters.

The primary difference between organizational effectiveness and organizational efficiency is that an organization can use effectiveness to evaluate just about every process that makes its organization work to run smoothly.  Effectiveness does not always imply efficiency. If you are genuinely efficient, though, you will be effective by default. The difference between efficiency and effectiveness is that efficiency is concerned with the process, while effectiveness is concerned with the outcome.

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There are three major roles of managers outlined by Mintzberg:

1. Interpersonal Roles

These roles are related to the manager's behaviour, which focuses on interpersonal interactions. Humans (subordinates and organizational stakeholders) and various obligations that are ceremonial and symbolic in character are included in interpersonal roles. These roles are also refer to creating and building relationship with others.

A liaison, a leader, and a figurehead are three sub-roles for interpersonal roles.

Liasion

-A person who performs and communicates with persons outside of the company, such as suppliers, customers, and rivals.
-Create a network and cultivate positive relationships with third parties.
-To enhance the organization's progress and weaknesses, obtain information and ideas from third parties.
-Example: Shasha's role is a managing director in an healthcare company. Her role is to develop alliances and collaborations with people outside the organization like community, supplier, potential buyers, and others. Shasha hopes that the impact of the alliance will help the organization be a preferred choice by customers and successful organizations.

Leader

-Responsible for the work and behaviour of the organization's employees.
-A person in charge of hiring, training, and managing the company.
in the organization, inspiring, leading, and mentoring subordinates
-High decision-making authority.
-Establishes positive working connections with subordinates.
-Has a positive attitude and portrays a high level of ethics to employees.
-Example: As a manager, Rahman should potrays good attitudes and behaviour in managing the organization in order to ensure all employees are treated fairly and equally. Rahman will also build trust with employees by effectively managing the organization and satisfying the employees needs and wants.

Figurehead

-As the leader of a unit, an important individual in an organisation.
-In management capacities, represent the organisations.
-Participate in an event or activity sponsored by the organisation; Cut the ribbon during the opening ceremonies and sign legal documents, among other ceremonial and symbolic tasks.
-Example: Dato' Razman is a well-known company president, he usually attends companies' family day, programmes and talks. He also would be the one who cuts the ribbon during the ribbon cutting ceremonies representing his company.

2. Informational Roles

Disseminating facts, acquiring information, and receiving information are all examples of informational jobs. A spokesperson, disseminator, and monitor are the three informational roles. These informational roles all revolve around transmitting and receiving data so that managers may run their agency's nerve centers. The informative roles are:

Spokesperson

-Managers will act as spokespersons for the organization, communicating information to the public.
-The organization's plan, changes in policies, new activities, outcomes, and so on are examples of information conveyed to an outsider.
-The spokesperson is responsible for the organization's reputation.
-Holding board meetings, providing information to the media and holding press conferences.
-For example, Fuad gives a public statement to notify the public about a new product change on the market while also informing individuals interested in applying about employment placement.

Disseminator

-Managers will convey the information obtained straight to the staff after filtering it.
-The information supplied is correct and may be utilised by the organization's members.
-Managers must choose who should get the information, how the information will be disseminated, how often the information will be supplied, and in what format the information will be delivered.
-Managers, for example, send out information on new policies and projects via email, memo, meeting, and conference.

Monitor

-Looks for and gathers information from both internal and external sources.
-Communicate with individuals within and outside the company to scan the environment for information. Reading publications and seasoning reports, keeping personal relationships, and attending meetings and seminars are all ways to gather information.
-Analyze, classify, and filter data that might be useful to the company.

3. Decisional Roles

Making choices was the focus of decisional roles. Interpersonal duties for managers come to an end in decisional roles. A manager's ability to perform the decisional roles or duties that he is bound to is based on facts and sources obtained and collected through interpersonal means. Negotiator, resource allocator, disturbance handler, and entrepreneur are the four decisional roles.

Negotiator

-In charge of representing the company in crucial discussions.
-Act as a go-between between two parties.
-Convey communications between two parties in order to establish an agreement.
-Managers are the greatest people to negotiate with since they have the necessary skills, authority, and expertise.

Resource Allocator

-Managers are in charge of allocating resources inside the firm.
-They must choose to whom and when resources must be distributed.
-Ascertain that resources are distributed evenly across all departments.
-Scheduling, obtaining approval, and budgeting.

Disturbance handler

-Require managers to be problem solvers in the event of a disruption.
-Employee disputes, crises, and difficulties that come from both internal and external contexts are resolved by managers.
-Managers must plan strategies and review sessions in the face of disruptions and problems.

Entrepreneur

-The organization's performance requires managers to think and behave like entrepreneurs.
-Responsible for developing new ideas and boosting bravery in taking chances and having a plan of action.
-For example, managers come up with novel techniques to handle human resources more successfully in the workplace.

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Managerial skills are characteristics or talents that a manager should have in order to do specific tasks in a company. They include the ability to carry out managerial functions in an organization while avoiding crises and quickly resolving difficulties when they arise. Learning and practical experience as a manager can help one build management abilities. The abilities enable the manager to relate to their coworkers and know how to deal effectively with their subordinates, allowing the organization's activities to run smoothly. The following are the three fundamental categories of managerial skills:

1. Technical skills

Knowledge of how to do certain tasks or activities.

Managers must also be knowledgeable about certain jobs.

It necessitates managers' capacity to employ the necessary techniques, processes, and equipment to complete the assignment.

Managers who lack the necessary expertise will be unable to accomplish their duties.

This skill generate the organization's genuine products with the technological expertise.

For first-line managers, technical skills are the most vital for them.

For example, IT technicians must comprehend and be skilled in technology concepts as well as understanding of the softwares and components of computers.

2. Human Skills

A management talent and skill that allows a manager to work successfully with others.

These skills allows managers to work effectively with subordinates, peers, and superiors in an organization.

The skills provide managers with a sense of empathy for others and an appreciation for their effort. They will be more sympathetic and establish a trusting environment in which employees will feel more at ease working with managers.

Managers must also encourage, facilitate, lead, communicate, and settle issues throughout their careers.

Managers with strong human skills are able to interpret their own thoughts into those of others.

At all levels of management, human skills are critical.

For example, managers should regularly check their employees well especially mental health. They should not push too hard and considers the work ethics one can handle.

3. Conceptual Skills

The ability to evaluate and envision complicated circumstances in future.

Mental abilities that enable managers to perceive the entire company and the links that exist between its many elements.

This skill can establish a vision and a course of action of a manager.

Managers with conceptual skills must be able to work with ideas and concepts.

Managers must think, work, process, and implement ideas in order to master this talent. It also entails long-term planning, decision-making, and future solutions.

This is an important talent for top management.

For example, managers make wise decisions when facing problems in their organization as it affects the organization's future.

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First of all, management is the process of effectively and efficiently administering and organising resources in order to fulfil the organization's objectives. The capacity of managers to plan, organise, lead, and control organizational resources is referred to as management. In order to fulfil organizational goals, managers must guarantee that all job activities and tasks are adequately handled. When managers are able to put established organizational goals into action, they are deemed to be using good management techniques.

Hence, management is an important part of every company's operations. In order to be productive and successful, it is required in almost every sector and practically every company. As a result, management is a vital subject for students to study in college, regardless of their career aspirations. Management is a broad course that teaches students how to comprehend organisational behaviour, inspire and influence people, and lead in today's commercial environment. Leadership and management abilities can help you stand out in a competitive employment market full of competent competitors.

There are so many reasons on why you should study management:

1.  Qualify for a variety of high-paying, in-demand careers

While no education will promise you a job after graduation, business management graduates may rest certain that there will always be a demand for managers as long as there are organizations. Managers are required in every industry on the world. From major worldwide corporations to tiny local firms, there are always something for those who study management. Overall, a bachelor's or master's degree in management and leadership will prepare you for a variety of high-paying, in-demand jobs across a variety of sectors.

2. Can learn skills on how to manage others effectively.

Managing other people is one of the most difficult aspects especially in owning a business. Management studies provide you with all of the skills you'll need to work with people in a professional and orderly manner. It will also provide you with the knowledge and confidence you need to successfully lead teams.

It's crucial to remember, though, that before you can manage others, you must first learn to control yourself. Management studies will also teach you a variety of important qualities such as self-discipline and organization, which you will be able to apply in the future when managing people. You will also learn how to properly interact with others and how to bargain. You'll also pick up abilities like technical skills, human skills and conceptuals skills. These abilities may be used to practically every aspect of your life.

3. Make professional connections and connect to the world.

The study of management involves much more than just gathering data. The contacts and network that may be built inside the programme are a big reason why so many leaders opt to study management. In a management or leadership degree programme, students will frequently have the chance to engage with peers, learn from other students, and work through any issues or questions they may have with the program's instructors.

4. Start our own business.

Maybe the above managerial positions don't appeal to you since you're an entrepreneur at heart. You could have a business concept in mind and just need the right education to make it a reality. If you work as a manager, you will be responsible for directing, leading, planning, managing, coaching, and organising all activities inside the company. You may fantasise of becoming your own boss, self-employed, an entrepreneur, or the CEO of your own business. You can set your own hours, and running your own business. This is plenty of a reason to study management which is to develop the abilities you'll need to bring your ideas to life, sell your company effectively, and operate it efficiently.

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