Organizing definition, organizational goals, some organizational goals

Definition of Organizing

From the basic concept of the organizing function in which the organizational structure is formed and the work is designed, the final step in the organizing function is the placement of human resources into every part that has been determined in the organization. This activity is often referred to as staffing.

Organizing (organizing) is an activity to organize all employees by determining the division of labor, work relations, delegation of authority, integration, and coordination in an organization chart. Organization is only a means to an end. With good organization, it will help the realization of organizational goals effectively (Hasibuan, 2008).

In the planning function goals and plans are drawn up. To achieve goals and realize the plan, in the organizational function, an organizational structure is designed in which the various resources owned by the organization are allocated along with the tasks that will be carried out according to the parts contained in the organization.

The next step that needs to be done is to determine who will be placed in each part of the organizational structure that has been formed. How do we get the right human resources for each section so that organizational goals can be achieved effectively? human resource management as a way to get the right people to carry out organizational activities.

There are several reasons why human resource management is placed on the part of the organizing function. The first reason, the activities carried out in HR management are closely related to the activities of allocating resources owned by the organization (in this case human resources) to the parts of the organization. If this is the case, then HR management is included as part of the organizing function because one of the essence of the organizing function is the allocation of all organizational resources into a particular organizational structure that is formed. Second reason, the function of direction and implementation can only be carried out if the allocation of human resources has been carried out in the organizational function. Who is directed and motivated for example, supposing that the function of organizing HR placement (as part of HR management) has not been carried out. 

Third reason, although activities to motivate, direct (which is also another part of HR management) are included in the function of directing (leading), however, the first key point before HR is directed and motivated is when HR is determined and placed where the activities determine and place more. tends to be in an organizing function. Fourth reason, because social science, especially management science cannot be separated from one another and are related to each other, the authors argue that it would not be a problem if HR management were to be placed in the organizing function or in the direction of the function. although activities to motivate, direct (which is also another part of HR management) are included in the function of direction (leading), however, the first key point before HR is directed and motivated is when HR is determined and placed where the determining and placing activities are more likely to be in in the organizing function. 

Fourth reason, because social science, especially management science, cannot be separated from one another and related to each other, the authors argue that it will not be a problem if HR management is placed in the organizing function or in the direction of the function. although activities to motivate, direct (which is also another part of HR management) are included in the function of direction (leading), however, the first key point before HR is directed and motivated is when HR is determined and placed where the determining and placing activities are more likely to be in in the organizing function. 

Fourth reason, because social science, especially management science, cannot be separated from one another and related to each other, the authors argue that it will not be a problem if HR management is placed in the organizing function or in the direction of the function. however, the first key point before HR is directed and motivated is when HR is determined and placed where determining and placing activities are more likely to be in the organizing function. Fourth reason, because social science, especially management science, cannot be separated from one another and related to each other, the authors argue that it will not be a problem if HR management is placed in the organizing function or in the direction of the function. however, the first key point before HR is directed and motivated is when HR is determined and placed where determining and placing activities are more likely to be in the organizing function. Fourth reason, because social science, especially management science, cannot be separated from one another and related to each other, the authors argue that it will not be a problem if HR management is placed in the organizing function or in the direction of the function.

Organizing Purpose

The purpose of organizing is so that the division of tasks can be carried out with full responsibility. With the division of tasks, it is expected that each member of the organization can specifically improve their skills (specialization) in handling assigned tasks. If the organization is carried out haphazardly, not in accordance with one's field of expertise, it is not impossible that it will lead to failure in carrying out the work.

There are several organizational purposes, namely:

• Helping coordination, namely giving work tasks to work units in a coordinative manner so that organizational goals can be carried out easily and effectively. Coordination is needed when it comes to dividing work units that are separate and not similar, but are in one organization.

• Streamlining supervision, which can assist supervision by placing a competent member of the manager in each organizational unit. Thus a unit can be placed within the organization as a whole in such a way as to achieve its work goals even though they are not in the same location. Identical operational units can be integrated with identical monitoring systems in an integrated manner.

• Maximizing the benefits of specialization, namely by concentrating on activities, can help a person become more skilled in certain jobs. Specialization of work on the basis of expertise can produce high quality products, so that product benefits can provide satisfaction and gain the trust of the user community.

• Cost savings, meaning that by organizing, there will be growing considerations related to efficiency. Thus organizational actors will always be careful in adding a new work unit which incidentally involves the addition of a relatively large number of workers requiring additional costs in the form of salaries / wages. The addition of work units should be considered based on the value of the contribution of new workers with the aim of suppressing excessive labor wages

• Increasing harmony between human relationships, by organizing, each worker between work units can work complementary to each other, reduce boredom, foster a sense of mutual need, reduce materialistic approaches. For this, the manager must be able to take a social approach by instilling a sense of solidarity and trying to accommodate and resolve individual differences.

• Helping coordination, namely giving work tasks to work units in a coordinative manner so that organizational goals can be carried out easily and effectively. Coordination is needed when it comes to dividing work units that are separate and not similar, but are in one organization.

• Streamlining supervision, which can assist supervision by placing a competent member of the manager in each organizational unit. Thus a unit can be placed within the organization as a whole in such a way as to achieve its work goals even though they are not in the same location. Identical operational units can be integrated with identical monitoring systems in an integrated manner.

• Maximizing the benefits of specialization, namely by concentrating on activities, can help a person become more skilled in certain jobs. Specialization of work on the basis of expertise can produce high quality products, so that product benefits can provide satisfaction and gain the trust of the user community.

• Cost savings, meaning that by organizing, there will be growing considerations related to efficiency. Thus organizational actors will always be careful in adding a new work unit which incidentally involves the addition of a relatively large number of workers requiring additional costs in the form of salaries / wages. The addition of work units should be considered based on the value of the contribution of new workers with the aim of suppressing excessive labor wages

• Increasing harmony between human relationships, by organizing, each worker between work units can work complementary to each other, reduce boredom, foster a sense of mutual need, reduce materialistic approaches. For this, the manager must be able to take a social approach by instilling a sense of solidarity and trying to accommodate and resolve individual differences.

In setting these objectives, considerations are needed, namely:

• Limiting the idealism of goals, namely avoiding setting goals that are too grandiose, it is better to adjust the capacity of technical skills and knowledge with the high expectations to be achieved. Time consideration, meaning the best use of time, so that work effectiveness can be guaranteed.

• Consideration of resources, namely seeing and exploring the potential of the organization and the quality of the organization's members for the benefit of achieving goals

• Balance of goals, meaning that it is necessary to pay attention to the balance of interests between the various parties. Not only limited to personal interests or organizational interests, but also taking into account the interests of the government and the public.

• Based on the above considerations, the objectives set can be relatively balanced. Therefore, in the process of setting organizational goals, a manager must be able to determine and create a balance of multiple goals, in addition to being able to combine various interests, so that the final goal can also provide a balance between the interests of personal, organizational, government and society in general.