ORGANISATION MANAGEMENT

SCHOOL OF COMMUNITY ECONOMIC DEVELOPMENT
COMMUNITY ECONOMIC DEVELOPME PROGRAM
ICD 515: ORGANISATION MANAGEMENT.

ASSIGNMENT No. 1

As an owner of Small Business or CEO of one type of Civil Society Organization [CSO], describe how the functional responsibilities of Management i.e. Planning, Organizing, Leading and Controlling apply in your organization, highlighting the role performed and skills required to achieve organizational goals.

STUDENT NAME: MR. KAHABI, APOLINARY MEDARD
ID NO. 726985:
ARUSHA CENTRE

INSTRUCTOR: Dr. LAZARO N, A. SWAI (OUT)

TERM / YEAR: March 10th, 2008 – June 28th 2008
Table of Contents
1. INTRODUCTION.. 3
2. MANAGEMENT. 4
2.1. Proposed principles of Management. 4
2.2. Management functions or building blocks at SAIPRO. 5
2.3. The basic parts of the SAIPRO organisation. 6
3. FUNCTIONAL RESPONSIBILITIES OF MANAGEMENT. 7
3.1. Planning and its application within SAIPRO.. 8
3.2. Organizing and its application within SAIPRO.. 9
3.3. Leading and its application within SAIPRO.. 11
3.4. Controlling and its application within SAIPRO.. 12
4. SKILLS REQUIRED TO ACHIEVE ORGANIZATION GOALS. 12
5. CONCLUSION.. 13
7. REFERENCE. 14

1. INTRODUCTION
This paper examines the concept of Small Business or CEO of one type of Civil Society Organization [CSO] namely SAIPRO TRUST FUND by describing on how the functional responsibilities of Management i.e. Planning, Organizing, Leading and Controlling are apply within the organization, The paper elaborates and highlights the role performed and skills required to achieve organizational goals.
Same Agricultural Improvement Trust Fund (SAIPRO) is a Non-Government, non-profit making and distributing organization (NGO) established and incorporated in Tanzania on the 2nd September 1996 under Trustees Ordinance (cap. 375) of 1956 with registration No. ADG./T1/#1493. The organization focuses on food security and poverty alleviation to her primary stakeholder [Target groups] that earns their livelihoods from smallholder agriculture and residing in rural area with poor infrastructures; SAIPRO is geared to emancipate and empower especially those who are strongly committed to improve their living conditions through the use of available resource under facilitated sustainable Agriculture development.
The Vision of SAIPRO is to have an emancipated and empowered resource poor rural community, men and women, of Western Lowlands of Same District with Better and sustained livelihoods so that they can have an increased knowledge and capacities to organize themselves to fight their plight on self-reliant bases for a better living standard. SAIPRO Mission is to facilitate and contribute to sustainable agricultural development through capacity building of organised small holder farmers and agro-pastoralists, men and women, to develop balanced social relations, own initiatives and utilise available resources for their own benefit.
The Goal/overall objective of SAIPRO Trust Fund is to contribute to enhanced food security increased household incomes and equitable use of available resources so as to improve the livelihoods of smallholder farmers and agro-pastoralists, men and women, in the Western Lowlands of Same District. - Kilimanjaro region as the selected community to effectively utilize the available resources for their own benefit.

2. MANAGEMENT
According to definitions of various scholars like Mary Parker Follett define Management as “getting things done with, and through other people to achieve organizational goal”. Management is “entrusted responsibility over people, materials or other resources for the purposes of achieving a specific objective”. Management can mean the process of managing (making decisions and using resources to achieve desired ends) or it can mean the people responsible for the process. Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources. More recently, noted management theorist like Peter Drucker stated that Management is a skill, professional, art, science of combining and mobilizing resources such as human and non- human towards realizing quality social and economical organizing goal. Management deals with policy making, goal determination, policy alternatives and choices of various kinds
2.1. Proposed principles of Management.
According to Fayol (1929), there about fourteen [14] proposed principles of management, of which some can still be observed being exercised by SAIPRO such as
1) Division of labour: Works should be divided and subdivided into smaller feasible elements, to take advantages of specialization for increased productivity by permitting large scale production at minimum costs.
2) Parity of authority and responsibility: Each job holder should be delegated sufficiently on authority to carry out assigned job responsibilities.
3) Discipline: Employees should obey whatever clearly stated agreements exist between them and the organisation; managers should fairly sanction all instances of breached disciplines.
4) Unity of command: Employees should receive orders from and be accountable to only one supervisor.
5) Unity of direction: Activities that have the same purpose should be grouped together and operate under the same plan.
6) Subordination of individuals to general interests: The interests of the organisation take precedence over the interests of the individuals.
7) Fare remunerations: Pay should be based on achievement of the assigned job objectives.
8) Centralization: Authorities should be delegated in proportion to responsibilities
9) Scalar chain: An unbroken chain of command should exist through which all directives and communication flows, this is the relationship between supervisor and subordinates.
10) Order: Each job should be defined so as the job holder clearly understands it and its relationship to other jobs.
11) Equity: Established rules and agreements should be enforced fairly
12) Stability of personnel: Employees should be encouraged to establish loyalty to the organisation and to make a long term commitment
13) Initiative: Employees should be encouraged to exercise independent judgement within the bounds of their delegated authority and defined jobs.
14) Espirit de corps: Employees should be encouraged to define their interests with those of the organisation and thereby achieving unity of effort.
2.2. Management functions or building blocks at SAIPRO.
i. Responsibility: This is often the first quality considered for in the selection of managers – as core management; this is the proven ability to be relied upon to deliver results; and taking ownership of tasks and accepting responsibilities, and acting responsible in line with delegated authority and power
ii. Trust: Employees should trust what are said by those in the management position; and that the equipment and tools given to work with are in safe and will work; and that they will receive their salaries: moreover the managers also should trust that the work will be done, and should build trust by establishing social credibility, by being consistent, well intentional and honest interpersonal relationships, inspired, confidences, transparent and committed, etc.
iii. Accountability: The facts that the managers should be accountable, to give an account [public scrutiny] of their activities and makes them more careful and conscientious to do things rights. Makes managers be able to face failures and submit themselves to fair assessments
iv. Discipline: Discipline to handle, maintain routines without supervision, follows instructions, procedures to attain intended goals. Associated with internal motivations, strong internal capacity to stick to the defined path or goals. Without discipline success in any management venture is almost nil.
v. Positivity: Being positive does not make one good manage but it gives one a chance to give him / herself a CHANCE. Effective managers realize the need to remain positive in all situations for themselves and others where as pessimism creates barriers while optimism identifies opportunities; thus there must exist a certain measure of HOPE.
vi. Stewardship: Stewardship requires that all resources must be well managed on behalf of others, implying that it prepares managers to handle intricacies of power, authority and services where mangers can be entrusted with responsibilities by managing them and passing them on with dignity and grace. Stewardship is the origin of the law of increasing returns, expected not just to keep but multiply and add value.
vii. Integrity: This is the ability to act prudently, consistently and fairly on principle in spite of the presence or absence of public or private scrutiny. Managers need to have high values, which they guard jealously with their conscience and will not make compromises that violate these standards. Managers need to have strong, ingrained moral fibre that determines behaviour [what do you stand for?, What are the personal values that guide your actions?, What ultimate standards govern your life?, Can you say “NO”?, Does compromise make you uncomfortable?]
2.3. The basic parts of the SAIPRO organisation
According to Henry Mintzeberg (1973), the basic parts of organization management in SAIPRO are set as follows
BASIC PARTS
EXAMPLES
a) Operating core
♠ Staff are involved in activities of the primary process such as transforming inputs into outputs

These are trainers, program field officers such as agriculture, marketing, gender, environment and irrigation
b) Strategic apex [Governance / leadership level]
♠ Staff charged with ensuring that the organization serves its mission by formulating and controlling relevant strategies
Directors / Programme Coordinator, Executive management [5 – members]; and the Board of Trustee / directors made up of nine [9] members
c) Middle line management
♠ Staff involved in joining the strategic apex to the operating core by channeling information and coordination
These are head of department of Agriculture Extension and research; Community development and gender; Agribusiness and Marketing; Soil, water and Environmental management; Finance and Administration
d) Support staff
♠ Staff not directly involved in primary process, but providing operational support to the process
These includes the receptions / office administrators, attendants, security guards, transport – drivers; accounts - cashiers
e) Techno-structures
♠ Staff involved in the maintenances and development of the efficiency and effectiveness of primary and support processes, including the development, standardization, monitoring and evaluation, marketing of activities.
These are the head and the financial controller, Monitoring and evaluating units, Research, Marketing.
Note: One person may carry out activities in more than on basic part [for example a manager being involved in operational tasks or in development tasks]
3. FUNCTIONAL RESPONSIBILITIES OF MANAGEMENT
Management success is gained through accomplishment of mission and objectives. Success and failure are tied directly to the reasons for being in business, i.e., mission and objectives. However, success requires both effectiveness and efficiency. Managers who accomplish their mission and objectives are said to be effective. Efficiency describes the relationship between the amount of resources used (input) and the extent to which objectives were accomplished (output). If the cost of accomplishing an objective is prohibitive, then the objective is not realistic in the context of the firm's resources hence additional planning is necessary.
The position that managers provide in planning, organizing, leading and controlling is an essential responsibility in any business. A manager must organize these functions in order to reach company goals and maintain a competitive advantage. (Bateman, Snell, 2007).
3.1. Planning and its application within SAIPRO
Planning defines where the organization wants to be in the future and how to get there; defines the goals for the future organization performance and deciding on the tasks and uses of resources needed to attain them. Planning is the first task, indication and core of a management; it involves Environmental review, goal setting, and strategic design, structuring activities (plan), scheduling and budgeting, communication and procedure review. Managers use this process to plan for the future, like a blueprint to foresee problems, decide on the actions to evade difficult issues and to beat the competition. (Bateman, Snell, 2007). Planning is the first step in management and is essential as it facilitates control, valuable in decision making and in the avoidance of business ruin. Major type of planning include business planning, Basic, Management by objectives, Program planning, Project planning, and strategic planning (Vision, Mission etc.) and other few type of planning include communication plans (internal & external), fundraising planning, leadership development planning, management development planning, performance planning, research design planning and risk management planning etc.
For the goal oriented manager, to generate success, the manager should emphasize on PURPOSES, whereas to enhance performance, managers should emphasize on ROLE CONTRIBUTION, and for establishment of productivity, the manager should emphasize on EFFICIENCY in the utilization of resources; therefore, in pursuit of desired results – they harmonize PEOPLE, PURPOSES and POSITIONS. As seen from the introduction part SAIPRO has an operation strategic multiannual plan 2005 – 2012 with set of goal hierarchy is as shown below.
Table 2: The goal hierarchy
a) Vision
Measures the results of our efforts
b) Mission
Our [SAIPRO group / team] purposes
c) Goals
Proposed achievements or objectives [facts, figures and faith]
d) Activities
Structured relations - what, who, when, how, and where to do it
Set of strategic interventions on
♠ To strengthen the capacity of smallholder farmers and agro-pastoralists, men and women, to increase agricultural production.
♠ To strengthen capacity of smallholder farmers and agro-pastoralists, men and women, to determine and develop gender equity/balanced social relations.
♠ To promote participatory environmental impact assessment, sustainable management and enforcement.
♠ To strengthen the capacity of smallholder farmers and agro-pastoralists, men and women to market access, information and agro-business.
♠ To enhance health education and policy on HIV/AIDs at community and organizational levels
e) Steps
Sequenced procedures, path to follow in resource uses.
f) Targets
Progress markers in areas: Agricultural Production, Gender and Development, Environmental Conservation/Management, Market Access and Information, Mainstreaming of HIV/AIDS, Institutional Strengthening at the Organizational and Community Levels
g) Standards
Accepted behaviours
Source: SAIPRO.
The challenges facing SAIPRO in planning is due to conflict of interests among stakeholders as a results of inadequate resources, lack of capacity in making good plans, disparities between the established and un-established organizations like community based organization [CBOs] resulting in duplication of services, competitions instead of partnerships and collaborations.
3.2. Organizing and its application within SAIPRO
The facts that the environment does not remain static thus planning becomes a continuous process, thus Organizing involves the assignment of tasks, the grouping of tasks into departments, and the assignment of authorities and allocation of resources across the organization. Organizing falls into three stages namely the primary, secondary and empathetic organization
a) Primary organizing: First of all it involves the designing the organization structure that will best support achievement of goals through grouped manageable tasks and activities, the “organization structure , therefore refers to the formal configuration between individuals and groups with respects to the allocation of tasks, responsibilities and authority within the organization”; Secondly, personnel roles are designed through developed individual job descriptions around specialization with clear roles and responsibilities so as to have clear identity, with adequate authority, power and autonomy; thirdly resources are arranged and coordinated and solicited accordingly, and lastly policies with grouped related procedures are developed so as to govern the work for effective implementation and administration, this provides a systematic uninterrupted processes of works, as work develops; policies needs to grow; for the case of SAIPRO, the human resource policy manual, accounting, financial, constitution, operation manual are some of the guiding rules and regulation in place to enable smooth operation of the organization complemented with staff clear job description backed by elaborate contracts of works.
b) Secondary organizing: Managers have to take part in active implementation by seeking to coordinate and tie together all the distinct activities, initiatives and abilities required to meet the objectives. A situational issue that arises may requires clarifications, harmonization, coordination and re-organization.
c) Empathetic organizing: Empathetic organizing is required to all the wheels of implementation. The manager is concerned with facilitation of improvements in task and work relationships; recognizing the efforts of individuals, facilitating improvement of the process and providing opportunities to demonstrate good leadership and motivation to staff.
Challenges encountered at SAIPRO in organizing are unclear recruitment procedures, lack of job descriptions to supporting staff, inadequate funding; over ambition creating conflict of interest to various stakeholders; failure to deliver the required services; external pressure from donors and politicians. A manager must know their subordinates and what they are capable of in order to organize the most valuable resources a company has, its employees. (Bateman, Snell, 2007). This is achieved through management staffing the work division, setting up the training for the employees, acquiring resources, and organizing the work group into a productive team. The manager must then go over the plans with the team, break the assignments into units that one person can complete, link related jobs together in an understandable well-organized style and appoint the jobs to individuals. (Allen,G., 1998).
3.3. Leading and its application within SAIPRO
Leading is the uses of influence to motivate employees to achieve organizational goals, leading means creating a shared culture and value, communicating goals to employees throughout the organization, and infusing employees and influencing their behaviour with the desire to perform at a high level. It involves motivating entire departments and divisions as well as those individuals working immediately with the manager.
Attributes to leaderships includes ability to take decision; leadership [will, skills, availability and commitment]; integrity, enthusiasm; imagination; willing to work hard; analytical skills and ability; understanding others; ability to spot opportunities; ability to meet unpleasant situations; ability to adapt quickly; willingness to take risks; enterprises; capacity to speak lucidly; astuteness; ability to administers efficiently; open mindedness; ability to stick to it; willingness to work long hours; ambition; single mindedness; capacity for lucid writing; curiosity; skill with numbers and capacity for abstracting thinking or thought etc. The above attribute are used in and during recruitment and annual staff appraisal to improve, award and penalty staff at SAIPRO trust fund.
"A leader can be a manager, but a manager is not necessarily a leader," says Gemmy Allen (1998). Leadership is the power of persuasion of one person over others to inspire actions towards achieving the goals of the company. Those in the leadership role must be able to influence/motivate workers to an elevated goal and direct themselves to the duties or responsibilities assigned during the planning process. (Allen,G., 1998). Leadership involves the interpersonal characteristic of a manager's position that includes communication and close contact with team members. (Bateman, Snell, 2007). Management is there to inspire subordinates to ‘step up to the plate’ and find innovative means to solve department problems. Authorizing staff to have the capability to deal with situations is a significant part of leading. (Allen, G., 1998).
Challenges encountered at SAIPRO in leading are setting direction to ensuring that all stakeholders works towards achieving the goal, mission and vision; enhancing public relation; accountability for the conduct and actions of officers in the field works; and conflict resolutions; motivation schemes [identification and assessing appropriate staff development, capacity building opportunities, retaining staff and minimizing staff turnover]; managing relationships with other NGOs in the same sector and dealing with external environment.
3.4. Controlling and its application within SAIPRO
Controlling involves monitoring employees’ activities, determining whether the organization is on the target toward its goals, and making corrections as necessary. It involves tracking performances, monitoring performance and making judgments’, intervening where there is deviation from the targets; it involves uses of data, information’s, and indicators to gauges alongside the targets [i.e. management information system – MIS] instead of dog style. “Control allows for ease of delegating tasks to team members and as managers may be held accountable for the performance of subordinates, they may be wise to extend timely feedback of employee accomplishments. Control is the process through which standards for performance of people and processes are set, communicated, and applied. Evaluating employees is a continual process that takes place regularly within the company”. (Allen,G., 1998).
At SAIPRO TRUST FUND, Control is done through various methods such six monthly staff appraisal forms, quarterly departmental progress reports based on clearly developed indicators and targets set forth in the logical framework in the strategic plans and presence of skills and monitoring systems and feedback mechanism to her stakeholders. The power or ability and authority to direct, order or manage, influence, regulate, streamline and keep in check the performance of SAIPRO is vested in the hand of management and the Board of trustees with the essence of acting according to laid down criteria so as to achieve set targets and expectations.
However the challenges are the limited mandates to mangers on enforcing regulations, constitutions; political interferences’ in resource utilization; NGO founder member syndrome;
4. SKILLS REQUIRED TO ACHIEVE ORGANIZATION GOALS
♠ Conception skills are the cognition ability to view the organization in a holistic nature. Conceptual skill involves the manager’s thinking, strategic information processing planning abilities. Many of the responsibilities of top manager’s, such as decision making, resource allocation, and innovation, required a broad view and interpreting the strategic plans into implementation.
♠ Human relation skills are the manager’s ability to work with and through other people and to work effectively as group members. This skills is demonstrated in the way a manager relate to other people, including ability to motivate, facilitate, coordinate, encourage, lead, communicate, and resolve conflicts; able to understand personnel behaviours both psychological and sociological. A manger with human skills allows subordinates to express themselves without fear of ridicule and encourages participation. A manager with other human skills likes other people and is like by them.
♠ Technical skills are the understanding of and proficiency in the performance of specific tasks. Technical skills include mastery of the methods, techniques, and equipment involves in specific functions such as finance. Technical skills also include specialized knowledge, analytical ability, and the competent use of tools and techniques to solve problems in that specific discipline.

5. CONCLUSION
Effective management in NGOs requires a combination of common sense, sensitivity, confidence, and commitment, accountability to the role of the organization’s ethics and values, and good management practices in all area of work. Some managers seem to be good in all these while others need to cultivate and acquire skills or sensitivity.
For effective planning, capacity building to staff is necessary; establishing networks and collaborations for internships of staff; lobbying for resources and fundraising complemented with clear policy formulation. To enhance clear organizing, the existence of clear set policies for recruitments, allocations of duties, job descriptions [specialization and specification] and responsibilities, improving of networks and linkages; broadening of local resource mobilization is of great importance. For effective control at SAIPRO, constitution, regulations, manuals, job description should be reviewed and put in place for enforcements; moreover advocacy and public relation on government with government should be enhanced; transparency, capacity building to staff and undertaking.
To succeed, organizations must wisely manage the assets within their control: capital, technology, and people. Therefore management in an NGO like SAIPRO is used in the sense of achieving results, coping with difficult situations and managing oneself; and hence is associated with efficiency and productivity whereas social development agencies like SAIPRO have traditionally emphasized good works and commitments as more important values. Managers are responsible for the organization and foreseeing that resources are used wisely to attain organizational goals. The key areas measured are Program Management (programme targets), Planning System, Monitoring and Evaluation System, Human Resource Systems, Financial systems, Governance, Learning, documenting and Sharing System. Each critical area is assigned specific dimensions and indictors

7. REFERENCE.
1. Allen, G. (1998). In Supervision. Retrieved May 27, 2007, from http://ollie.dcccd.edu/mgmt1374/contents.html
2. Bateman, T.S. & Snell, S. (2004). Management: The New Competitive Landscape, (6th ed., pp.13). McGraw – Hill
3. Bateman, T. S. & Snell, S. (2007). Management: Leading and Collaborating in a Competitive World (7th ed., pp. 16 -18). McGraw - Hill.
4. Peter Oakley and Andrew Clayton, (2000) The monitoring and evaluation of empowerment, a resource document, INTRACT, Oxford, pp 3-4,.
5. http://ezinearticles-com/?functions-of management & aid=1200015
6. http://www.buzzle.com/articles/management-concept-the-the-four functions-of-management.html