This document discusses the relationship between organizations and management. It states that organizations and management are interdependent and require each other. Organizations structure human actions and goals, while management coordinates resources to achieve organizational objectives. The document also examines different types of organizations, both formal and informal, and explores the roles and functions of management in integrating elements to accomplish organizational goals.

2. Organization and management is twin
terms that exist side by side with each other,
each one needs and supports the other.
Organizations will be inert and useless if
there is no management that will steer it;
management will be hollow and meaningless
if there’s no organization to manage.

3. In the real world of administration,
organization and management are essential
elements through which human actions and
objectives are carried out and accomplished.
In a manner of speaking, organization and
management become a means to an end.

4. Organizations are defined differently by
different authors. There are, however, certain
essential elements that can be discerned from
them.
In other words, organizations consist of
people who, more or less, share common
objectives or purpose. The behavior of the
organization is directed towards the attainment
of these objectives. The members who
compromise the organization work jointly in
groups and cooperate together in interdependent
relationships. This suggests that organizations
structure and integrate their activities.
Furthermore, organizations use knowledge and
techniques to accomplish their goals.

5. 1. organization itself;
2. goals and values;
3. technical subsystem (knowledge and skills
required to do the task);
4. psycho-social subsystem (composed of
individual and group interaction); and
5. managerial subsystem

6. Organizations help us to accomplish goals
which otherwise would be much more
difficult, if not impossible, to achieve on an
individual basis. Organizations, like public
organizations, business enterprises,
hospitals, church and military, serve the
multifarious and growing needs of the people
and society. For most of us, organizations
provide a means of livelihood, a vehicle to
develop our career, and a source of pride.
Others even develop a strong attachment and
commitment to their organization that they’d
say they are ‘married’ to their jobs there.

7.  Formal organizations are “a system of
coordinated activities of a group of people
working cooperatively toward a common goal
under authority and leadership” (Scott and
Mitchell as cited in Nigro 1989).

8. Informal organizations, while they exist
side by side with formal ones, are
“undocumented and officially unrecognized
relationships between members of an
organization that inevitably emerge out of the
personal and group needs of employees”
(Stoner and Freeman, 1989). They are, as
described by Herbert A. Simon, “the
interpersonal relationships in the
organization that affect decisions within but
either are omitted from the formal scheme or
are not consistent with it” (cited in Stoner and
Freeman, 1989).

9. Government relies on the formal
organizations, more popularly known as
bureaucracy, to carry out its functions and
perform its role in society. Much of
government activities are carried out by these
organizations which are of varying sizes and
functions, scattered all over the country, but
all around by a common mission and purpose
– that is, to protect and promote the welfare
of the people. The familiar usage of
bureaucracy has become associated with and
often interchanged with government.

10. STRUCTURAL ELEMENTS (5 M’s)
1. MEN – members of the organization starting
from the very top of the last workman in the
organization.
2. MATERIALS – represents the materials necessary
in the distribution of functions or in the
attainment of its objectives
3. MACHINE – the tools necessary in producing the
desired output
4. METHODS – the procedures and way used in the
course
5. MONEY – the financial resources of the
organization

12. Management, on the other hand, involves the
coordination of human and material resources
toward the attainment of organization’s goals
(Kast, 1974).
In any organization, absolute harmony is hard
to attain and, perhaps, unrealistically achievable.
What is more realistically bound to happen is for
some conflict to arise. Thus, it is the task of
management to integrate the varied elements, be
these cooperative or conflictive, into a complete
organizational undertaking.

13. MANAGERS – people who are responsible for
integrating, coordinating, and directing
activities of others – then have to bring
together the organization staff, money,
materials, time and space into an integrated
and effective system to achieve
organizational objective. Managers get things
done by working with people and physical
resources to realize the goals of the
organization; they coordinate and integrate
the work and activities of others (Kast, 1974).

14. Because most organizations work in a larger
environment where other organizations,
institutions, groups of people, demands,
pressures, changes, developments, and so
on, exist, it behooves the organizations and
their managers to relate with the external
environment if they have to be effective and
assure their existence and relevance.

15. 1.) toward objectives,
2.) through people,
3.) via techniques and,
4.) in an organization.
In a short, management is getting the
tasks done through people and techniques
toward the attainment of objective within the
organizational setting.